本研究主要探討金融機構合併的資訊架構整併策略.藉由國內大型金融機構的合併個案來了解主併公司所採用的合併策略,過程與影響。 經過文獻討論與個案分析，有八點發現: 1. 以資訊整併策略角度來看，個案中的資訊整併模式是整體接收(Take Over)。 2. 以歷史角度來看，此次金融合併案的成功因素之一來自於併購集團累積多次的成功的合併經驗與總部的大力支持。 3. 從組織架構來看，被併購集團擁有功能完整的資訊組織架構與嚴謹的專案執行規劃，是本此合併成功的第二要素。 4. 在專案時間掌握上來看，遇到重大問題與障礙時，專案經理需要能克服困難完成任務，減少專案時間耽誤造成企業損失。 5. 從人力資源的角度來看，專案經理需要能在有效地預算掌控下，當地尋找支援人力，減少專案開銷。 6. 專案過程的溝通協調方面，資訊部門需要能與程式使用者之間良好的溝通協調，資訊單位可即刻反映使用者需求，達到快速反饋的目的。 7. 由綜效結果的分析來觀察，由併購銀行公布99年年報中所揭露之財務報表、信用評等與社會評價皆呈現正向成長。內部人員對併購銀行資訊技術處服務滿意度有高達八成滿意度維持併購前資訊服務水準。 8. 法律、政治因素影響與合併後併購銀行IT策略方面來看，新的個人資料保護法的通過，造成整體合併綜效、與合併後資訊策略的改變。 關鍵字: 資訊技術,資訊整併策略,企業併購 / The objective of this study is to understand the strategy, process and impacts of information technology (IT) infrastructure integration in a mergers and acquisitions project in a financial institution. Based on literature review and an in-depth case study there are eight findings: 1. In view of the information integration strategy, the applied model of IT integration was a “Take Over” strategy. 2. From a historical perspective, one of the success factors of the merger was enterprise’s accumulated experience of mergers and strong support from headquarters. 3. From an organizational point of view, the acquiring group has both a full-featured information organizational structure and rigorous plan of project execution, which was one of the important elements of the success of this merger. 4. Regarding the project management, the major challenge of the project manager is to overcome problems and obstacles to complete the tasks on time and on budget. 5. From the perspective of human resources, the effective utilization of local support are the key to budget control. 6. From the communication and coordination aspects of the project, rapid feedback and good communication between staffs in the information sector and business users could increase the efficiency and effectiveness of the project execution. 7. By analyzing the results of the merger, the credit ratings and social evaluation in the acquiring bank revealed a positive growth. Internal user survey of the post-merger has shown a satisfaction rate of 80% which remained the same comparing to the figure of pre-merger. 8. From a legal and political point of view, the new Personal Data Protection Law has become a major concern for overall information strategy making after the merger. Key Word: Information Technology Infrastructure, IT Integration Strategies, Mergers and Acquisitions

本研究旨在分析台灣地區大學院校之現況與大學院校整併策略，做為教育行政與學校行政在大學院校間實施整併的參考。 研究者透過文獻探討、文件分析解析台灣地區大學院校的發展與現況；以台灣地區公私立大學院校決策管理層級之校長、教務長、學務長、總務長等合計507位做為問卷調查對象，回收問卷303份，回收率約59%，運用次數分配、卡方分配、及肯德爾和諧係數等進行考驗；另針對已完成整併及正討論中的個案實施訪談，得到以下的主要研究發現： 一、現代大學院校必須注重經營管理的績效，與朝最適經營規模發展。 二、學校間的整併是促使大學院校達到最適經營規模的一種方式。 三、政府在保障與維護學術自由前提下，有規劃整體教育發展的權利與責任。 四、台灣地區近10年來在大學學校數量與學生數量上均不斷的增加，但學校規模不大，約有80%左右的學校學生數在10,000人以下，而且5,000人以下的學校約有37%。 五、台灣地區近40年來人口出生數，與近10年來經濟成長率均呈現下降的現象，又面對WTO衝擊的壓力，學校間的整併是規模較小學校發展的可行策略。 六、台灣地區大學院校決策管理層級，對大學院校現況認知情形與實際情形相符，但認為「為增加資源的使用效益，招生人數應該增加」。 七、在大學院校整併條件方面，認為學校最應重視的是學生素質的提升，在經費補助方面應維持原有學校經費三年不變。 八、在大學院校整併原則方面，認為最重要的是願景、系所整併、人力資源整合與擴大互補功能。 九、學校間整併的效益為提升學校整體競爭能力，與有利於人力的整合運用。 十、學校間整併的問題，為增加單位間的協調困難與文化不同不易整合。 十一、大學院校間整併策略優先順序，為聯合大學系統、合併、策略聯盟、購併。 十二、政府如果希望學校間整併，宜提供誘因且訂定整體方案公布實施。 十三、學校間的整併，政府所能提供的最具體誘因是「經費」與「員額」二項。 十四、學校間能否整併，應由校務會議決定。 十五、學校間如果有共同接受的願景，則容易合併。 十六、學校間的整併過程中，政府適時介入與支援為是否完成整併的關鍵。 最後，本研究針對大學院校的整併策略，分別向教育行政機關與學校提出具體的建議，同時也建議未來進一步研究的方向。 / The purpose of this study was to investigate current positions and merge strategies among universities and colleges in Taiwan. In addition, the study intended to provide useful implications to education administration for governing the proceeding of college merger. The current researcher reviewed literature and documents to analyze the development and current positions of Taiwan's colleges. The questionnaires were mailed to 507 administrators who were college presidents, chairs of Academic Affairs, chairs of Students Affairs, and chairs of General Affairs in Taiwan. A total of 303 questionnaires were completed and returned. The returned rate was 59%. Distribution of frequency, chi-square, and the Kendall coefficient of concordance were used for data analyses. The current researcher also interviewed the administrators whose college had completed merger or were in the merging process during the investigation period. The findings from this study were the following: 1. Modern colleges need to emphasize the efficiency of school management and pursue “the optimal scale” for school development. 2. The merger among colleges is a way for promoting the school to achieve “the optimal scale”. 3. Based on the premise of “no violated academic professional liberty”, the government should have authority and obligations to provide a plan for comprehensive educational development. 4. The numbers of colleges and students are increasing dramatically in the past 10 years. However, the size of schools is considered small. A total of 80% of colleges with student number less than 10,000, and 37% of these colleges with student number less than 5,000. 5. The current challenges for Taiwan's higher education include a decreasing population of new born in the past 40 years; declining economic growing rate within recent 10 years; and the advent of Word Trade Organization. It is a practical strategy to merge small colleges in order to face these challenges. 6. The college administrators recognize the reality of current higher education. They suggest an increase of the student number would promote the efficiency of the use of education resource. 7. The critical requirements for college merger include that schools have to emphasize the quality of students and to have a stable financial support for at least 3 years. 8. A vision of future, consolidation of graduate and under-graduate programs, and coalition of human resources are considered as the most important principles of college merger. 9. The benefits of a merger among colleges are an increase the compatibility and the use of human resources. 10. The challenges of a merger among colleges include the negotiation of the increase of new units after merger, and the consolidation of different cultural backgrounds among colleges. 11. The priorities of college merger strategies are affiliation of universities' system, merger, strategic alliance, and purchase. 12. If government wants to promote merger among colleges, the government should provide incentives and be clear with the policies. 13. The best "incentive" from government for college merger are financial and personnel supports. 14. The Committee of School Affairs has the authority to decide whether a college needs to be merged with others. 15. If there have mutual goals among colleges, a merger is more likely to success. 16. During a merger proceeding, government's support and mediation are the keys for a successful merger. The current study not only provides implications for college merger to the government and college administrators, but also suggests directions for further research.