本研究因應政府頒布『金融控股公司法』，就資訊系統整合的角度出發，首先針對金融控股公司法與三大主要金融機構 ( 銀行、保險、證券) 的資訊系統應用作文獻探討，再針對企業導入 EAI 之關鍵成功因素作文獻探討，並探討金控公司之整合性金融商品，最後推導出一個整合性的資訊架構。 本研究最後推導出一個採用集中式資料交換系統( EAI Broker )的機制來中介金控公司期下子公司之間的業務應用，以協助金控可以因應市場及客戶群的改變而設計出符合需求的 IT 整合架構，並在資訊架構中設計出有別於單純銀行、保險、證券子公司的額外系統架構，分別是企業流程整合系統、專家系統、企業入口網站等，以期使金控公司得以在整合之後，透過此一資訊架構發揮其整合之综效。

金融控股公司為求合併能夠順利進行，於成立之初或納入其他子公司時，多會先購入部分子公司之股票，待合併完成，此購入之股票將成為金控公司之庫藏股。而由於特殊之產業性質，其庫藏股亦受金融控股公司法及其他法令釋函之限制，因此庫藏股對金融控股公司管理營運所造成影響，略有別於一般產業之公司。本文即擬針對金融控股公司其庫藏股持股與購入成本高低及嗣後處理與註銷持股可能產生的問題，對股東權益和盈餘分配能力之影響，以及公司管理上所需考慮之因素與可能面臨決策情形，試予探討，最後提出建議如下： 1、金控公司於合併過程中，有可能逾越證交法規定之限額。然在主管機關倡導鼓勵金控機構合併以壯大規模之政策下，此一現象已不重要。何況是否違反證交法似為灰色地帶。 2、庫藏股購入及持有之注意 （1）購入典型庫藏股宜量力而為，各項購入目的，於短時間內儘量予以完成，避免走入註銷持股之路。為維護公司信用所必要購入庫藏股宜少運用。 （2）注意購入庫藏股後，持有期間內保留盈餘及資本公積是否足夠彌補庫藏股出售或註銷之差損，並據以考量盈餘分配及資本公積轉增資配股之能力。 3、庫藏股之去化考驗 （1）以維護公司信用及股東權益為目的而買回之庫藏股，必須在買入後六個月內辦理註銷股份，而股價愈高之金控，愈易遭受鉅額之註銷虧損，則此類庫藏股之買入似當慎思。 （2）一般而言，買入庫藏股之每股成本均高於面額，故註銷之虧損應大於出售或轉讓予員工或轉換ECB等之虧損。因此，萬不得已，屆滿三年未有去路時，才予註銷股份。 （3）若以發行ECB或GDR來轉換數量龐大之庫藏股，是否有轉換損失當與其買入成本與股價息息相關。故以庫藏股作為ECB等轉換之用時，宜儘量完成轉換。 （4）子公司持有金融控股公司之股份價格適當時，宜於註銷期限前轉讓出去。而持股及金額大者，尤宜早日規劃其轉讓事宜。 關鍵字：金融控股公司、庫藏股

The financial sector due to the particularity of the industry, the government set a lot of control provisions, therefore most of the earnings management research will set financial sector excluded. In fact, the financial sector, in order to comply with the legal provisions, which the motives of earnings management may be even higher than the average company. This study used The Modified Jones Model to calculate the proxy of discretionary accruals as an earnings management¡Ffinancial holding company engaged in the amount of the core subsidiary of the format category to measure the extent of its related diversification¡Fand the implementation of SFAS No. 34 divided into two study period, to explore the relationship between the relevant level of diversification and earnings management, earnings management and financial asset disposition gains and losses, earnings management and financial performance is different. Empirical results show that: (1)Before and after of SFAS No. 34 implementation , the higher the degree of diversification of financial holding company, the earning management were higher.(2) Before and after of SFAS No. 34 implementation, the financial holding company will make use of the disposal of financial assets in order to increase the gain on disposal for earnings management.(3) Before and after of SFAS No. 34 implementation, the financial holding company will engage in earnings management operations in order to enhance the company's financial performance.

Abstract Research on HRM of banking industry since the law of Financial Holding Company has been put into practice are few. The purpose of this study is to explore the correlation among Industrial Relations Climate, Job Satisfaction, Organizational Commitment and Turnover Intention in the banking industry. Based on 507 questionnaires from 51 bank branches in Taiwan, this study finds several important results. Findings¡G ¡]1¡^Positive relationships are found between Industrial Relations Climate and Job Satisfaction, Organizational Identification; and negative relationships are found between Industrial Relations Climate and Instrumental Commitment, Turnover Intention. ¡]2¡^Job Satisfaction is found positively related to Organizational Identification; and negative relationships are found between Job Satisfaction and Instrumental Commitment, Turnover Intention; but the result is only partial. ¡]3¡^Employees in Financial Holding Company are higher Industrial Relations Climate, Salary Satisfaction, Promotion Satisfaction, Organizational Identification and lower Turnover Intention than Employees not in Financial Holding Company. ¡]4¡^Employees in merging company are lowerer Industrial Relations Climate, Job Satisfaction, Organizational Identification and higher Turnover Intention than Employees in non-merger company. ¡]5¡^Employees in merged company are lower organizational identification and higher turnover intention than employees in non-merger company.

Abstract Globalization and joint of WTO have made Taiwan government to speed up the opening of banking services. The banks in Taiwan are forced to modify their business models in order to increase their competitiveness, especially after the Financial Holding Company Law announcing. All dimension business models for banking industry has handicap for the needs of specific field. Hence, banks have to focus more on the market position and segmentation. Targeting and development of the regional central branch system is an innovation of business model for integrating the current operating system of local branch and organization. The central branch system is able to gather up resources and produce the effect of specialization Many banks have put central branch system into practice and have received significant achievements, although some banks hang back. Therefore, our study tries to analyze the performance of the central branch system by the seven dimensions business model, and proposes the operating strategies. From the reviews of literature we build up the business model theory, which guide our interviews to the five selected banks. We reach the following conclusion. 1. Route types and backup system play the key roles for operation of the regional central branch system. 2. Operating process has the secondary importance in our seven dimensions business model. 3. Technical innovation, surprisingly, is not important. 4. The viewpoints of the seven dimensions business model for senior and middle managers are slightly different for any single interviewed banks. However, for the comparison of these five banks, the viewpoints for all these senior and middle managers are very consistent. 5. Banks under financial holding company or not do not have different viewpoint. However, banks under financial holding company emphasize more on standardized and profound overall services. Banks not under financial holding company pay more attention on the depth and extent of their products. Keywords: consumer banking, the regional center of consumer banking, financial holding company, business model, competitive strategy.

THESIS ABSTRACT A Study of a Customer satisfaction and Operating Strategy of Financial holding company - An Empirical Study of Barits International Securities Company. The most important thing to 14 Taiwanese Financial holding companies is to find the market which is suitable to them. At the same time, financial holding companies should improve their service quality and customer satisfaction continually. Mega Holdings is one of the three biggest financial holding companies in Taiwan. Currently,Mega Holdings has its paid-up capital at NT$113,657 million and total consolidated assets at NT$2 trillion. Mega Holdings keeps developing financial derivative products to differentiate with other financial holding companies. So Mega Holdings is an ideal for us to study. Base on the five elements of service quality from Parasuraman et al¡O(1985), we develop six important items to customer satisfaction. They are ¡§professional knowledge¡¨, ¡§efficiency¡¨, ¡§security¡¨, ¡§charge negotiation¡¨ and ¡§IT system¡¨. According to these items, we proceed with our empirical study of Barits International Securities Company to know the degree of customer satisfaction and provide valuable references to long-term operating strategies for financial holding companies. Key words¡GCustomer satisfaction, Service quality, financial holding companies, Barits International Securities Company

After the promulgation of Financial Holding Company Law at the end of year 2001, the law has liberated the limitation of operations across banking, brokerage, and insurance. In order to cope with the future market competition, these institutions formed in total of 14 financial holding companies (FHCs) through self raising, merging, or acquisition. This research is aiming at the 14 FHCs and their subsidiary banks, security brokerages, and insurance companies, through applying financial ratio analysis to measure the synergy of FHCs¡¦ merging and acquisition. The sources of synergy are divided into three dimensions : operations, markets, and finance. A total of eight years of financial data is collected, including two parts: four years of pre-founding of FHCs from 1998 to 2001 and four years after founding the FHCs from 2002 to 2005. In-depth interview is conducted to look for the differences of operation performance and effect of increasing shareholder wealth after the FHCs merging and acquisition. The conclusions of this study are presented as following¡G 1.Market Synergy Dimension: The revenue increased after founding the FHCs shows that the market synergy exists and fits to expectation. FHCs could operate across fields including banking, brokerage, and insurance to provide cross selling chance for finance products. 2.Operational Synergy Dimension: The operating costs and operating costs ratio are increased after founding the FHCs. Because the FHCs do not reach the economy of scale, the unit operation cost is high and the organization of FHCs becomes large and needs more communication, which makes the decision making process inefficient, the management efficiency still needs to be improved. 3.Financial Synergy Dimension: The profit after tax and ROE are decreased after founding the FHCs, which are mainly contributed from inefficient use of financial resources and human resources as a whole group. 4.Synergy was hard to be seen within short term, which needed three to four years to make it possible. After merging or acquisition, FHCs need some time to reduce the conflicts between its subsidiaries and to conduct more efficient resource application to form FHCs synergy. 5.Market Evaluation: The market value of whole FHCs increases which increases the shareholder¡¦s wealth. This research provides the solution for increasing operation costs, including the following three points: 1.Converging the operation process. 2.Increasing economy of scale. 3.Enforcing the management efficiency.

¡§The Financial Institution Merger Act¡¨ and ¡§Financial Holding Company Act¡¨ were legislated in 2000 and 2001 in Taiwan. Based on those Acts, there are 14 financial holding companies established till now . Except for Waterland Financial Holdings, the other 13 financial holding companies include banking industry business. It is obvious that the performance of bank does influence the performance of financial holding company. Bank joins in financial holding company hoping to provide ¡§one-stop shopping¡¨ diverse financial commodities to consumers through joint-marketing, sharing resources and equipment, and hoping to gain ¡§Cross Selling¡¨, ¡§Cost Savings¡¨ and ¡¨Capital Efficiency¡¨ performance¡]3C performance¡^. It expects to pursue broadly business scope and gain more profits through this business model. The research uses Mann-Whitney test of non-parametric statistics to examine the performance of the banking subsidiary of financial holding company in order to understand whether banks can gain expected efficiency after joining in financial holding company. The empirical results are listed as follow¡G First, the ¡§cross-selling¡¨ performance of the banks after joining in financial companies is better than those before joining in financial companies. While there are no significant differentials in ¡§cost-saving¡¨ and ¡§capital-efficiency¡¨ performance. Second, the ¡§profit ability¡¨ performance of the banks after joining in financial companies is better than those before joining in financial companies. Third, there are no significant differentials in growth ability between the banks after joining in financial companies and those before joining in financial companies. Fourth, the cross-selling performance and profit ability of the individual banks such as the Chinatrust Commercial Bank, Taishin International Bank, The International Commercial Bank of China, Cathay United Bank, Taipei Fubon Bank and E.Sun Bank after joining in financial companies is better than those before joining in financial companies. Fifth, the performance of ¡§cost-saving¡¨; ¡§profit ability¡¨; ¡§growth ability¡¨ and ¡§asset quality¡¨ of the banks affiliated to the financial holding companies is better than those not affiliated to the financial holding companies. Sixth, the overall performance of the banks affiliated to the financial holding companies is better than those not affiliated to the financial holding companies. But not all of the banks affiliated to the financial holding companies after joining in financial companies perform better than before. So the banks not affiliated to the financial holding companies can grasp their own niches and enforce core business. They can develop better than before even though their scale not big enough.

In recent years, corporate strategy has drawn a lot of attention in the academic an practice. However, there are fewer literatures on how to put these ideas into practice, that is, how to quantify the interrelationships between the three key elements in strategic management¡Ðperformance, strategies, and environments, and how to judge and measure the opportunities and threats (O & T) when the environments change. This study is an attempt to answer these questions. The theoretical method developed incorporates a dynamic simultaneous equations model to express the interrelationship between these three elements. The method requires the identification of O & T in a three-step procedure. Step 1 relates the strategic components to the performance measures by the management¡¦s concept of business and philosophy of resource depolyment. Step 2 points out the suitable (unsuitable) environment circumstances for each of the scope and resource deployment elements. In Step 3, we link the results of Step 1 and Step 2 to identify and measure O & T. The above methodology is applied to the case of Cathy Financial Holding Company, a Taiwan largest listed financial holding company, over the period 2002Q2-2007Q3. We use the Instrument Variables Three Stage Least Square Method (IV-3SLS) to estimate them. In addition, we also use some tests to ascertain the validity of the selected instrument variables in order to obtain the more reliable results. Our empirical results indicate that both the firm strategies and the environments play significant roles in influencing the firm¡¦s performance. More specifically, whereas the diversification of products, and the debt allowance reservation rate are negatively associated with the cost/income ratio and positively associated with adjusted ROE and Tobin¡¦s Q. Additionally, the managers also can increase the investment efficiency by adjusting the content of the asset allocation, especially with regard to the holding of bonds. We also extract some major environment factors such as unemployment rate that affect the firm¡¦s performance and use the estimated results to identify and measure O & T.

This paper analyzes the current operating situation of financial holding companies in Taiwan. After referring to the operation of financial early warning systems of various countries, the study chooses appropriate financial ratios to establish a financial early warning model for quantitative analysis, evaluate the management efficiency of financial holding companies, discriminate the correct classification rate of prediction probability and rating system, and seek an optimal early warning model as the basis for supervision and governance of financial holding companies. In 2008, the financial tsunami that swept over the global economy resulted in a disastrous loss to the financial industry. To cope with the impact of financial crisis, most countries in the world have developed their early warning models. In Taiwan, the CAMELS framework was adopted for the establishment of Taiwan¡¦s financial early warning system and a risk-oriented auditing system. With the financial liberalization, the government of Taiwan lifted the ban on the business operation of financial holding companies step by step in order to enhance the operating efficiency of financial holding companies and activate the financial market. However, the competitive ability of Taiwan¡¦s financial industry was not significantly improved. Instead, a series of problems with the financial sector erupted one after another. The reasons for such a condition were due to more risks faced by the financial holding companies after financial deregulation. Therefore, this study used 14 financial holding companies in Taiwan as of 2006 as subjects, and constructed a financial early warning system for the original samples by using the following two kinds of models. After factor analysis¡Athe remaining financial variables ¡Alike capital adequary ratio(C2) ¡Atotal debt/equit capital (C3) ¡A total deposit/equit capital(C4), ratio of non-performing loans(A2) the operational expense ratio(M3), efficiency ratio (M4), earnings before taxes/sales(E1) and so on, have more influence on the performances of the financial holding companies in Taiwan. As to the whole efficiency of the self-examination, CAMELS still has good prediction ability and can enable predicting ability increases after joining the risk parameters¡D Predictive sample enters two models and obtains¡Gthe predictive efficiency, type error and type error of Model Two work better than Model One¡Aso in predicting samples, think CAMELS still has good predicition ability and can enable predicting ability increases after joining the risk parameters.