1980年至今，是企業併購與重組的年代，許多企業集團進行了繁複的併購與重組活動，經學者20年的研究，企業併購活動能創造新的成長機會及提高企業價值，已不徨多論。而企業重組的價值創造活動就少有研究。 企業重組活動包括廣義的分立與撤資二種。撤資是消極的行為，是減少損失或獲利後退出的行為。廣義的分立，包括 (1) 單純式分立:將公司的部分資產或業務分割並獨立成為子公司， (2) 另立子公司:結合公司內部資源並加上外部資源而成立子公司， (3) 入主: 以取得別家公司股權，先實質控制該公司並結合公司資源來成立子公司。企業集團透過分立進行重組活動遠比併購頻繁。 從重組分立的價值創造結果來分析重組策略的關鍵成敗因素，是本研究的重點。本研究以台灣主要的電子資訊企業集團為例，分析1980年以來，電子資訊企業集團進行企業分立的重組行為時所創造的價值。從財務評價的實證數據來分析分立的重整活動，是否為企業帶來成功的結果，即創造了母子公司價值及使股票累積投資報酬率增加。 本研究也針對有形及無形資產的轉移情況及高層經理人及董事會的變化來分析企業價值的變化與高層人力資源改變的關係。 當企業成長至集團的規模時，就會產生新的資源利用與分配的問題，集團執行長的工作就不再是行銷或產品發開，而是資源使用的分配；毋庸置疑，只要資源分配得當，企業重組分立活動會是企業集團組織創造新價值的捷徑。 本研究也發現台灣企業集團，在進行分立公司的重組過程中，公司擁有或新創設一個子公司，共並使該公司成為上市(櫃)公司後，亦可創造驚人價值，分立子公司只要取得母公司少許資源，亦在3-10年內可創造巨大價值。 國外亦有研究顯示，在重組分立子公司的過程中，就算母公司的價值實際上沒有改變，而子公司卻產生了新的且獨立的市場價值；投資人普遍認為，子公司除了享有企業集團的資源協助，亦增加了價值能見度。投資人易於分析子公司各種營運活動所帶來的企業價值變化。而財務評價結果亦發現子公司也易於因決策快速及營運彈性而創造新價值。上述三種分立方式均可創造不同的價值，價值的創造的關鍵即在於資源分配的恰當與否。 本研究以分析財務評價的數據結果，計算公司價值的變化並進一步根據公開資訊分析分立策略的關鍵成功因素；並反向分析數據與重組過程中的高層經理人的調度變化及有形資產及無形資產的轉移之間的關聯性。並據以建立十三項命題。 / Since 1980 till 2005, the eve of M&A and Restructuring, So many companies initiated the complicated activities of M&A and Restructuring. Through the pass 20 years studies by scholars, they found, the growth opportunity and enhance the corporate value are been creating. But, the research of “Restructuring” is no so many. The generic meaning of the “Corporate Restructuring” will include: Spinoff and Disinvestment. The disinvestments are the behavior of passive decision, for reduction the loss or exiting after profit. The generic “Spinoff” include: (1) Pure Spinoff: separate the business unit or asset unit and build up new subsidiary. (2) New Subsidiary: combine the external capital or resource to build up new subsidiary. (3) Acquisition and then Control: Acquire external share and real control the company through organization change and board members change, then combine the parent company resource become a true subsidiary. The group of business to restructure the business through “Spinoffs” is much more than M&A. To study the key success factors of “Business Restructuring” through the value - creation of “Spinoffs” is one of the key points of the dissertation. The base of the dissertation is the “Subsidiary of the Electronic-Information Group in Taiwan”. Analyzing the results of valuation from the “Spinoffs” from 1980 till 2005. To study the Financial Valuation through empirical results of “Spinoffs” and try to confirm the “Spinoffs” is successful or not. That is, the valuation of both parents and subsidiaries were enhanced or not, or the accumulation return of investment of them were enhanced or not. The dissertation will study the real condition of the transfer of tangible and Intangible Assets and the change of top management and board members. Analyzing the relation of the change above and the corporate value. As the corporate grow to the scale of group, will produce the new issues of resource distribution and utilization. The responsibility of the CEO of group is not the marketing or product development area, but the resource distribution. Of course, if the decision-making of resource distribution is proper, the “Spinoffs” will be the royal road of the creation of “New Value”. The dissertation had found the process of “Spinoffs” – own or build up a new subsidiary and make it IPO (initial public offering). It will create amazing value. Subsidiaries just transfer a few resources from parent, and then create mass value in 3 to 10 years. The dissertation had found the process of “Spinoffs”- although the value of the parents company has no change, but the subsidiaries still create the new and alone market value the same. The investors ideal is, subsidiaries through “Spinoffs” will enjoy the supporting from parents. The subsidiaries had improved the transparency of operation. Investors are easy to analyze the change of value from their business operation. The financial evaluation had found the subsidiaries had speed up the decision-making process and more decision flexibility. The 3 kinds of “Spinoffs” can create different value. The key point of the value creation is the proper resource distribution. The dissertation will base on the results of financial valuation to evaluate the change of companies’ value, and base on the public information to analyze the key success factor of “Spinoffs”. The dissertation will reverse to check the relation of the top-management change and the assets transfer (include tangible and intangible assets). The final proposition had been built the 13 propositions through the dissertation conclusion.

兩岸經貿的往來日益頻繁，中國法制的發展漸受關注。2006年8月，中國發布新的企業破產法取代1986年企業破產法﹙試行﹚，破產法律制度因而產生重大的變革。此次變革的重點之一，即是在破產法中加入了重整制度。重整制度係對陷入困境但有挽救希望的企業透過重整程序使其恢復生機，其目的一方面在於挽救企業，並藉以保護債權人、股東及員工等利害關係人之權益，另一方面更在於維護社會整體的利益，避免因企業破產所導致的社會動盪不安。在此一目的下，重整程序必然渉及各利害關係人及社會整體利益之間的衝突，該如何取得平衡，即重整程序設計的重心。對於無繼續經濟價值的企業，排除於重整程序之外，即隱含社會整體利益的考量；由企業提出重整方案並取得關係人會議的同意，乃取得各方利害關係人利益平衡的設計。當關係人會議無法取得共識時，為避免個人利益影響社會整體利益，另設計了強制許可程序。即法院在保障個人利益的原則下，得強制許可重整方案，以平衡社會總體利益與個人利益之間的衝突。法律的解釋與實務之應用，應以利益平衡為出發，將可避免司法資源的浪費及個人權益的減損，進而達到重整立法之效。

企業重整乃是在企業經營循環中, 不論是自發或是被迫都必然要經歷的過程. 這個過程可以幫助公司成長成巨型的國際企業, 協助公司增加或轉換不同的商品或服務, 或是從危機中存活下來. 在今日的企管領域中, 有許多的工具可以協助企業能得到較好的重整結果. 當企業重整是因為財務危機而啟動時, 如何與債權人重新架構債務結構成為最重要且急需處理的事務. 在此之後, 一個依績效設計的獎勵制度會決定這個遭遇麻煩的公司, 會如何以及何時爬出財務困難的泥淖. 在本研究中會用一個臺灣上市公司宏達科技股份有限公司(股票代碼:3004), 來闡述重新架構債務結構, 和依績效設計的獎勵制度對公司重整的影響. / Corporate restructuring is a process that every enterprise will have to voluntarily or involuntarily go through in its life cycle in order to grow to a bigger company, to increase or change to different products or services, or to survive from a crisis. In today’s business world, there are many tools that can help the company to get a better result out of the restructuring process. When the corporate restructuring is initiated due to a financial distress, how to restructure the debt with creditors is the first and most important issue to be resolved. After that, a pay-for-performance system will decide the scale and the speed that a company can get out of the troubles. A Taiwan company, National Aerospace Fasteners Corporation (NAFCO) is used to better understand the impact of debt handling and pay-for-performance system.