企業的持續成長是每一家企業所追求的目標之一，也是衡量企業營運績效之重要指標，當一個企業成長趨緩或開始衰退時，往往是企業遭遇困難的警訊。而企業能持續成長端賴競爭力之保有及持續提升，這在企業就必須具有企業競爭優勢策略，因而企業競爭優勢策略是提升企業經營績效的重要課題。 營運成長模式一般可分為內部成長與外部成長。內部成長是指經由公司內部新事業、新產品或新訂單與新客戶的增加使營業額成長；外部成長則是藉由外部策略聯盟、轉投資、購併等手段使公司能取得有利競爭優勢與地位或擴大營業規模。又因為藉由轉投資與購併經常能使企業之規模與競爭力獲得跳躍式成長，如美國通用電氣(General Electric)與思科(Cisco corp.)均為明顯而成功的案例，故在大部分企業經營時，其成為很多企業成長策略的主要選項。 然而，企業在選擇轉投資、策略聯盟或購併行為時，其策略與目標的訂定、購併與被購併企業之定位、整合；購併或轉投資的標的選擇與評估、計畫的規劃與執行等等，均影響外部成長之成敗，導致企業競爭力是否持續增進。 本研究針對垂直市場的產業內聯盟與轉投資為限制範圍，以聚焦於”垂直市場”產業內之轉投資有別於跨產業之投資行為，以”優勢競爭替代”之觀點來探討企業策略定位，以”組織變革”觀點來觀察購併與被購併或投資者與被投資者之定位策略與執行策略，以”累積長期競爭優勢”為標準來衡量與檢驗聯盟或轉投資之效益。 本研究針對研華股份有限公司轉投資艾訊股份有限公司之策略聯盟個案，以探索性研究方法依理論比較實務，研究其在策略聯盟之過程，探討此個案之策略與執行過程，期望能對研華與艾訊公司之策略作一研究與檢討並提出後續改進之建議。 本研究之歸納發現為： 一、 垂直市場競爭者之水平式策略聯盟或購併，如僅由發揮最大生產效率之綜效來考量，不易累積長久之競爭優勢。 二、 在垂直市場產業中，卓越的聯盟或購併之策略運用，在清楚的分析所處市場特性與公司定位以持續維持競爭優勢是策略思考的核心。 三、 破壞性創新思維運用在市場競爭策略上，市場在位者可提升維持性創新競爭力並同時可建立低階策略聯盟以形成阻止其他低階攻擊者障礙，足以保護現有市場在位領先者免於被競爭者侵蝕競爭力。形成結構上的長期競爭優勢。 四、 購併策略之執行，是否應將被併購企業併入，端賴兩方公司之策略定位。依據定位來檢視雙方之資源、流程與價值三個構面，當此三構面在雙方整合對整體策略有助益，則雙方應合併，反之則應維持獨立運作。 五、 雖然處於相同產業，但競爭之主要成功因素將因企業為維持性創新之市場在位者，或是防止低階、低價進攻者之阻攻者角色而有所改變；相對應的組織變革就應提出以確保策略之成功執行。 / The continuous revenue growth is one of the utmost goals that every enterprise seeks. It is also one of the key factors to measure the operation efficiency of an enterprise. It is an alarming signal that the enterprise is encountering serious challenges whenever the sales growth stays slow or encounters a recession. In order to keep the revenue grow consistently, an enterprise needs to sustain its competitiveness and keep its ascendancy as its cutting edge strategy. We can classify the growth engines into two categories: first, the internal growth engine which is contributed by new business, new products, and new orders; second, the external growth engine which is contributed by strategic alliances, M&A, and other investment opportunities. The enterprise usually gets a quantum jump on its business scale when a successful Merger & Acquisition is executed. The General Electric Co. and Cisco Co. cases are good examples of M&A. This probably explains why many companies place M&A and investment opportunity on high priority when setting growth strategies. However, when an enterprise adopts strategic alliance, M&A or diversified investment, its success depends heavily on its abilities of goal setting, positioning, targeting of Alliance Company, doing due-diligence, and solving culture conflict. This thesis investigates the strategic alliances and diversification investment between vertical market players, to focus on monistic industrial investment instead of cross industrial investment; reviews the company positioning strategy from the point of ascendancy competitiveness strategy; studies the execution of organization change between merger and merged companies and verifies the effectiveness of strategic alliances from the viewpoint of accumulated long term competitiveness advantages. The thesis studies from theoretical research to the case study of Advantech Co. which applies the exploratory research method. The Advantech Co. conducted an alliance with Axiomtek Co. in 2002 by stock swap between the two companies. Advantech owns 65% of Axiomtek after the alliance. It is my purpose to assay the process of strategic alliance and try to provide some advices to improve the effectiveness of this strategy. Conclusions can be summarized as follows 1. The strategic alliances or diversification investment between vertical market players can contribute less for cumulating the competitiveness if it is targeted to prevail by maximizing the production efficiency synergy. 2. A superior alliance strategy in vertical market is to analyze the market attributes and anchor the company positioning which helps the competitiveness accumulating for a player. 3. By implementing the disruptive innovation theory in market competition strategy, one company can develop alliance with a lower cost, 2nd tier or less functionality product provider to create the barrier for protecting attack from the disruptive competitors. 4. The resources, process and value are three scopes to judge whether two companies need be combined as one company or not. When those three measurements are formulating more advantages after combining based on mergers decision on companies positioning strategy, then, it should be combined as one company, otherwise vice versa. 5. The key success factors will be reformed accordingly if the acquirer re-positioning the company. A correspondent organization change also is recommended to be implemented.

本研究之研究目的旨在探討國內電子業及食品業上市主併公司進行購併活動對股價所產生的影響。研究期間為民國76年1月1日至88年12月31日，經搜集相關資料後共取得83個符合條件的購併樣本，電子業及食品業分別為53個及30個。本研究以購併宣告日前21日至宣告日前120日為市場模式之估計期，而以購併宣告日前20日至宣告日後20日為事件觀察期，採用事件研究法分析主併公司的購併宣告效果。除此之外，本研究亦以三日累積平均異常報酬為應變數，而以購併地點、購併型態、公司規模、負債比率、稅前淨利率及內部人士持股比例為自變數進行橫斷面複迴歸分析，試圖找出影響累積平均異常報酬的因素，經由實證分析後得到以下研究結論： １.電子業與食品業上市公司購併宣告對股價有正面的影響，但電子業之購併宣告效果大於食品業。 ２.電子業上市公司相關購併宣告對股價的影響程度大於非相關購併宣告，而食品業上市公司相關購併宣告對股價的影響程度小於非相關購併宣告，但效果並不顯著。 ３.電子業上市公司國際購併宣告對股價的影響程度小於國內購併宣告，而食品業上市公司國際購併宣告對股價的影響程度大於國內購併宣告。 ４.不論是電子業或是食品業，負債比率與三日累積平均異常報酬均有顯著的關係，但這兩個產業的結果卻完全相反。 最後，本研究以研究結論，分別針對上市公司、投資者、政府主管機關及後續研究者提出一些建議，期盼這些建議能夠對於其從事相關決策、學術研究時有所助益。

本文利用晚近發展出來的單根檢定法以及共積檢定法，實証分析美、日兩國二次大戰以後企業購併與總體經濟變數間之關係。其實証方法與實証結果如下：運用ADF 檢定方法對購併、股價、國民生產毛額、利率，作單根檢定，發現美日兩國之購併、股價與國民生產毛額呈一階差分恆定狀態。 此外，本文應用Engle and Granger(1987) 的共積模型分析，將同樣為一 階差分恆定的變數做共積檢定，發現美日兩國之購併與股價、國民生產之間，皆具有長期共同移動的趨勢，因此可以建立一包含長、短期關係之誤差修正模型。本文之實証結果顯示：美國的企業購併與股價水準有正向且顯著之長期穩定關係，而與國民生產毛額則有負向且顯著的長期穩定關係；日本的企業購併與股價及國民生產毛額也有長期穩定之關係，惟影響方向與美國相反。另外，因果關係檢定結果顯示，美國之股價與利率對購併呈單向因果關係，而日本之股價與購併則呈雙向因果關係。由這些實証結果可知，購併風潮之形成，實肇因於總體經濟之波動，而不同國家之企業，由於法令規章、經濟結構、社會制度之不同，因而會有不同之反應。

生存、獲利以及成長是企業的目標。第二次世界大戰之後，國際性的商業活動快速的成長，隨著全球商業活動自由化、國際化，加上資訊科技的興起，市場全球化與生產全球化為企業創造了機會，也使得企業面臨的競爭環境日趨嚴峻，企業面臨來自全球的挑戰，威脅其生存與獲利。在競爭環境的迅速變動下，企業為了追求永續經營，不斷的成長成為企業生存之必要條件。購併是企業追求快速成長的捷徑之一。 雖然購併能夠幫助企業迅速取得所需要的關鍵資源，但是從所收集的資料顯示，失敗的購併案例還是佔了七成之多，可見成功的購併是一件相當不容易的事。 本研究所描述的個案企業是目前世界上歷史最悠久的化學與製藥公司，公司成立的日期可以回溯到西元1668年。以購併取得所需要的關鍵資源在該企業是常見的作法，所以該企業透過經驗的累積發展出購併相關活動的標準作業程序（SOP）。但是即使已經有豐富的購併經驗，並不是每一件購併案都能夠達成原先所設定的目標。 本研究希望透過研究實際購併案例的啟動購併動機與後續整合行動以印證相關購併理論，並且整理歸納出成功的購併案例中值得學習的作法以及失敗的購併案例中為何失敗的地方以供未來想要採取購併方式的企業作為參考。 歸納個案企業的購併案例得到以下結論。企業選擇購併作為成長方式的動機是為了達成綜效理論中所提及的啟動綜效、營運綜效和市場綜效。至於後續整合行動，在事前必須要有清楚的整合計畫、工作小組、組織架構與人事布局；然後透過即時且透明的溝通管道傳達給每一位員工；並且強化人力資源管理系統讓不管原本是屬於購併公司的員工還是被購併進來的員工都能夠清楚的瞭解自己在購併後的新組織中可能的職涯發展，協助所有員工穩定下來以渡過整合變動期。 / Survive, gain and grow are the targets for all companies. Business environment has been changed and globalization is the mainstream for all business activities after World War II. This change creates opportunities but also bring threats to companies. Companies now have to face challenges from all over the world. Keep growing is the means for companies to keep survival from these challenges. Merger and acquisition（M&A）is one of the shortcuts for companies to pursue fast growth. M&A can help companies to get key resources quickly. However, the chance to get fail is extremely high up to 70% from collected research data. Apparently it is not easy to have a success M&A case. This paper is describing a more than 300 years old pharmaceutical company whom accumulates a lot of experiences in M&A cases from company history. These M&A cases will be analyzed to prove related theories. Key successful factors will also be concluded for companies who will choose M&A as their growth alternative for reference. To sum up illustrated M&A cases, the motivation of a company to trigger M&A is aiming for starting synergy, operating synergy and market synergy. To ensure post-merger integration can proceed smoothly, it requires clear integration plan which contains dedicated task forces for execution, well-thought-out organization structure and important position appointment. Reinforce personnel system to ensure its function can provide necessary and sufficient assistance to all employees timely. Transparent and open communication channels shall be established in order to eliminate insecure atmosphere.

本研究以2002年至2012年已開發國家食品產業跨國購併案為樣本，以事件研究法，比較已開發國家食品產業跨國購併已開發國家及開發中國家企業的購併宣告效果，去看在跨國購併的文獻議題上和實證結果是否相符。並以雀巢集團為收購公司之案例，比較其進軍已開發國家(美國惠氏營養品)及開發中國家(中國徐福記)的策略及收購後營運與財務績效，可否套用於產業研究結果，希望為後續食品產業購併提供研究參考。 本研究有以下三點發現：1.食品產業自已開發國家購併已開發國家對收購公司的股價宣告效果，較購併開發中國家對收購公司的股價宣告效果佳。2.已開發國家之食品產業收購與該產業相關性越高的企業，對其收購公司的股價宣告效果並無重大顯著之影響。3.無法將雀巢集團收購惠氏營養品之個案套用於產業研究結果，收購徐福記之個案則與實證結果相似，無正向顯著的宣告效果。此二個案皆著重搶攻新興國家市場，並以水平整合及策略互補方式，擴大市佔率及強化產品線，近五年之財務狀況，與同業相比有較佳之獲利表現，且繼續經營之價值。 已開發國家食品產業在選擇跨國購併對象時，可以已開發國家企業為主要收購對象，降低文化及地理距離帶來的資訊不對稱問題及取得策略性資產，投資人對其有較佳的預期，在選擇向前垂直整合策略時需留意，因零售通路需較大規模之經營整合，對於該市場需有更深入之了解，才適合投入至通路端。 / This paper treated cross-border Mergers and Acquisitions (M&A) cases of developed countries’ food industry over the period of 2002 to 2012 with event study. We compared the announcement effects of acquired companies following developed or developing countries M&A and to confirm that whether the empirical results are consistent with the literature. We used Nestle S.A. as acquiring company to compare its M&A’s strategies and performance when acquiring Wyeth Nutrition and Hsu Fu Chi. Hope to be the reference for the following food industry M&A research. The major research finding as follows. First, the announcement effects of developed countries’ food industry following developed countries M&A are better than developing countries M&A. Second, the results demonstrated that the announcement effect had no significant difference among different industrial relevance of target companies. Third, the case of Hsu Fu Chi acquisition is similar with the empirical results but Wyeth Nutrition acquisition cannot. Furthermore, both cases were focused on the emerging markets and complementary strategies. Developed countries’ food industry can chooses the developed countries’ firms as target companies to decrease asymmetric information which caused by cultural, economic and geographic distance and to acquire strategic assets. They also should have enough acquaintance of the markets before they invest in the channel.

本研究主要目的為探討產業過去之購併活動，對公司的研發投入的影響。產業的購併活動活躍與否，可視為此產業中資產的流動性衡量，根據Phillips and Zhdanov （2012）所使用之方式，利用產業過去的購併交易所計算出變數，可用以解釋公司的研發投入。本文有別於傳統之樣本分類法，而是採用不同的變數來衡量產業分類，藉以分析同業購併、異業購併以及產業整體購併對公司研發投入的影響。從實證結果發現，當過去的同業內購併活動越盛行時，公司的研發投入越高。而公司的研發投入，又與公司之規模大小有關，隨著公司規模大小不同，購併活動對研發投入的影響程度也隨之改變，隨著公司規模越大，受到的影響則越小，具有規模效應。本研究同時考量產業需求變動以及競爭程度對公司研發投入的影響，實證發現公司研發投入與產業需求及競爭程度為正向關係，且同樣具有規模效應。 / The objective of this study is to analyze how an active acquisition market affects Taiwan firms’ incentives to conduct R&D. It follows Phillips and Zhdanov（2012）that using the value of past M&A activity in the firm’s industry to captures the historical liquidity of an industry’s assets. Different from other studies which usually split sample into different groups to examine inside- and outside-industry, this study use three variables to measure how M&A activity in inside-, outside- and whole-industry affect firms on conducting R&D in different ways. According to the empirical results of the regression analyses, we find that firms’ incentives to conduct R&D increase with inside industry M&A activity and the effect is stronger for small firms than large firms. We also find that firms’ R&D are positively correlated with industry demand and competition, and both of these effects are also stronger for small firms than for large firms.

合庫與農銀的合併是國內首宗公股銀行的合併案，國內一些學者從銀行的的相關財務比率來探討本案是否有合併綜效。但是銀行的經營動能來自於分行，合併後分行是否能有效提升其經營績效，才是關係著合併綜效是否能持續發揮的關鍵。因此，本研究試圖比較兩家公股銀行合併後分行績效是否提升，來檢視合併的成果。 本研究係以合庫與農銀合併前後三年即民國92年至民國98年間的分行做為研究樣本，實證結果發現合併後分行的整體技術效率、純粹技術效率及規模技術效率均較合併前高，合庫端分行的整體技術效率、純粹技術效率及規模技術效率均較農銀端分行高，顯示合併確實有合併綜效效果。在各項影響分行經營績效的變數中，區域是影響分行經營績效的最主要因素，次要的影響變數是業務類型、城鄉、營業規模及壞帳率。 / The merger of Taiwan Corporative Bank (TCB) and Farmers Bank of China (FBC) was the first consolidation case of public owned banking industry in Taiwan. Many studies used financial ratios to analyze the consociation synergy of the merger.For banking industry, however, the branch offices' operatings are the major driving force for the bank. Therefore, the key factor to evaluate the success of the consolidation is to evaluate the performance change of branches after merger. This study tries to compare the branches performace change to evaluate the synergy effect of the consolidation on two public owned banks. The sample of the branches came from 3 years before and after TCB and FBC from 2003 to 2009. The study applies Data Enveloping Analysis (DEA) and grand frontier approaches to measure the trend of efficiency for overall technical efficiency(OTE), pure technical efficiency(PTE), and scale efficiency(SE). The empirical results reveal that the average OTE, PTE and SE of the branches after merger are higher than those of before merger, and the branches of TCB indicate better efficiencies than FBC, which implies that the consoliation indeed create a synergy effect. The branches location is the major factor that affect the efficiencies of the branches and other factors include the type of operating, city or rural area, the scale of the operating and the bad debt ratio.

跨國購併為企業持續成長的重要策略之一，學者針對此議題亦有諸多探討， 而過去的多數研究皆著重於—企業執行跨國購併後，企業策略與國家文化對於後 續整合的影響。然而，本研究認為文化的影響自企業開啟跨國購併談判以來，便 始終存在。此外，購併談判為跨國購併之起始，其重要性不亞於購併後的整合。 因此，本研究以企業跨國購併歷程為主體，藉此探討跨國購併企業雙方之文化差 異對於整體購併行為之影響。 本研究之目的為探討企業實際購併個案研究，讓企業未來在實際執行購併策 略時，能持續思考國家文化差異之影響，並依據其購併階段之不同，而有相對的 因應方式。 本研究以次級資料作為質性研究依據，藉由廣泛地蒐集資料，撰寫成鴻海購 併夏普之跨國購併個案。透過此篇實際個案研究，發現家文化差異對於企業能否 順利進行購併談判有重大影響，並提出企業依其所屬之購併階段不同，處理相對 應需著重之文化構面，可提高企業跨國購併談判之效率及成功率。 / Cross-border mergers and acquisitions (M&A) are one of the most important strategies for sustainable growth of a company. Many scholars had various discussions on this issue. Most of researches concentrated on how corporate strategy and national culture affect the integration after cross-border M&A. However, this study suggests that cultural impacts have long existed from the very beginning of cross-border M&A negotiations. In addition, M&A negotiation is the start point of cross-border M&A. It is equally important in the integration stage after M&A. Therefore, this study focuses mainly on the process of cross-border M&A in order to explore overall influence on the cross-border M&A due to cultural differences between the enterprises. By analyzing a real M&A case, the purpose of this study is to make enterprise consider the impact of cultural difference when they are having cross-border M&A negotiation. Besides, through this study company can understand what the most important dimension of national culture is while having M&A project. This study is a qualitative research based on extensively searching secondary data of Hon-Hai and Sharp M&A. This case study found that cultural differences between nations affect -whether the enterprise can successfully carry out M&A negotiations. This study also shows that company may generate different strategies corresponding to the difference between national culture dimensions in accordance with different M&A negotiation stage. Doing so may lead to smooth and successful M&A negotiation.

台資物流企業面臨客戶大量西進中國，市場大幅萎縮的窘境，而彼岸市場卻是商機無限。自從中國加入世貿後，不斷深化體制改革，改善投資環境，推動經濟快速增長，不僅累積大量外匯存底。其次，中國大陸在成為世界工廠後，為降低對外貿易的依存度，積極擴大內需市場，鼓勵消費，間接帶動龐大的物流市場。根據美國國際數據資訊(IDC)的預測，未來十年中國委外物流將以每年40 %的速度激增。此外，從2006年起，中國物流業已經全面開放，取消對外資的限制。在外資不斷湧入之下，大型物流業者挾帶資金、技術和全球網路優勢，逐漸擴展中國大陸的物流市場；而本地物流業者，也在政策的扶植下和地緣的優勢，快速轉型升級，搶佔市場。台資物流企業面對這全球物流業的最主要的競技場，如何憑藉自身的優勢，配合主客觀環境的演變，掌握中國物流產業未來可能的趨勢與變化，作為佈局中國，開拓新市場，變成是一個必須面對的課題。 / 本研究的課題是以產業、區域經濟、消費、基礎建設、環境保護等經濟層面為主，圍繞在中國境內物流的發展。以台資物流企業經營路線貨運的零擔（LTL，Less Than Truck）物流業者的角度為出發點，依據其產業特性，剖析中國物流業的基礎環境、產業結構、產業發展策略、政策法規、交通建設等主題，再佐以中國物流業的市場特色、外資與本地物流業者的合縱連橫等要素分析，進而了解中國現代物流的範疇與多樣性。 本論文研究核心在於探討中國的物流環境與未來趨勢，以作為台灣物流業，特別是零擔物流業者，在進軍中國大陸策略佈局時的參考。本研究試圖以較宏觀的角度，勾勒出中國物流產業的發展概況；外資進入中國的戰略，再對照歐美物流業的發展歷程，來推估未來中國現代物流的走向。再以微觀的角度切入市場需求與發展趨勢，形成一套台資物流企業部署中國的可行方案。 / It is suffered by Taiwan based logistics enterprises that their major customers move forward to China for the business reasons. This not only causes the Taiwan market to shrink but also makes the market in China grow very soon. Since China entered WTO, it strengthened the architecture of the governance system, improved the investment environment, which stimulated the economic growth and accumulated huge money from foreign trading. After China becomes the world manufacture factory, it reduced the dependency from foreign trading, aggressively expanded its domestic market and encourage people to spend money in consumer markets, which indirectly created a huge logistics market. According to the evaluation of IDC, the outsourcing logistics market will grow 40% per year in the coming 10 years. In addition, Chinese government started to open the market since 2006, it modified the law and allow foreign enterprises to manage domestic markets. Therefore, most foreign logistics enterprises entered China market and made the market expand gradually through capital, technology and network advantages. Moreover, local logistics enterprises adapted their business models to grab the market share through the government support and leverage the benefits of local people. How Taiwan based enterprises facing the global major market of the logistics to compete with others on the basis of their own advantages, fulfill the requirement of the changing business environments , learn to ride the trend of the industry from the planning of the deployment in China and open new markets become a serious subject. / The scope of this research focuses on the economic level issue, including industries, area economics, consumers, infrastructure and environment protection around Chinese domestic markets. It is from the point of the view of LTL(Less Than Truck) supplier, which runs the regular truck transportation featuring the characteristics of this domain to analyze the infrastructure, industry architecture, development strategies, policies, regulations and so on. The discussion of the Chinese market characteristics along with industry corporation, competition between foreign and local logistics service providers can further define the Chinese modern logistics category and diversity. The core of this research is to probe into the industry environment and the future trend of China logistics to build the guideline for Taiwan based enterprise to enter the China market. It attempts to make a profile of the China logistics industry through broad viewpoints and predict the China logistics trend from the reference of the strategy of foreign competitors and the history of Europe and US development and furthermore, through the understanding of the market requirements to work out the deployment plan in China.

本文使用共積檢定以及因果關係檢定方法，針對美國第三波購併風潮前後時期，檢定購併家數、股價及工業生產指數三個變數間的可預測性。不同以往的是，本文除了將購併風潮分段進行研究外，並以晚近由Hoornik 及Hendry（1997）以Johansen（1988）為基礎所發展的一套共積檢定法來檢定變數間的長期均衡關係，再以Toda and Phillips（1994）的因果關係檢定流程與SSW的因果關係檢定分別檢定出變數間的可預測性。 經由本文實證結果發現： （1）購併、股價及工業生產指數三個變數，在ADF單根檢定結果三變數皆呈I（1）非恆定時間數列。並進一步以共積檢定檢測出不論參變數或購併和股價兩變數模型，1967年第四季以前變數間皆有一共積關係存在，1968年以後則無任何共積關係。 （2）從因果關係檢定結果發現，三變數體系中，股價與工業生產指數兩變數間可能存在極高的線性重合現象，且子期間礙於無法取夠長的遞延期數，使得工業生產指數對其他變數的影響力無法明確地反應出來，故三變數模型無法正確的檢定購併風潮前後變數間的因果關係。 （3）在購併與股價變數間的因果關係檢定研究中發現，1948~1967年間，股價對購併存在可預測性；然而1968~1979年間，股價與購併完全不存在任何可預測性。故可知購併風潮前後，股價對購併的可預測性發生了變化，從1967年前股價可合理地預測購併活動，到1967年後股價卻完全無法預測購併的情況。 （4）對影響購併的諸多因素做進一步的考量，發現威廉法案的出現對當時購併案件有相當程度的衝擊。 從實證結果可知，以共積與因果關係檢定方法一再地證明出，購併風潮前後股價對購併活動的可預性確實發生了結構性的變化。 第一章 緒論 第一節 研究背景與動機………………………………………….1 第二節 研究目的………………………………………………….3 第三節 購併之定義及相關基本概念…………………………….4 第四節 研究架構與流程………………………………………….8 第二章 文獻回顧 第一節 理論文獻回顧……………………………………………10 第二節 實證研究文獻回顧………………………………………13 第三節 文獻回顧總結……………………………………………23 第三章 實證研究方法 第一節 單根檢定………………………………………………..24 第二節 共積檢定…………………………………………………28 第三節 因果關係檢定……………………………………………34 第四節 實證檢定流程……………………………………………40 第四章 實證結果 第一節 實證資料來源……………………………………………43 第二節 Augmented Dickey-Fuller單根檢定………………….44 第三節 共積檢定……………………………………………....49 第四節 因果關係檢定……………………………………………55 第五節 因果關係檢定結果………………………………………78 第五章 法律因素的考量 第一節 時代背景….……………………………………….……79 第二節 檢視法條之影響力……………………………………..81 第三節 從案例角度分析………………………………………..84 第四節 威廉法案的威力………………………………………..87 第六章 結論…………………………………………………………88 附錄圖表（一）：各變數資料圖….………………………………90 附錄圖表（二）：共積殘差項圖………………………………….93 參考文獻…………………………………………………………….96