¡iAbstract¡j After the disregulation of the telecommunication in Taiwan, Strategy Alliances become the hit among the companies. And the M&A is a great mass fervor in advanced countries. What we concern are if the alliance performance is the same with what the manger expect and how to measure the value of the enterprise. As we know, Sometimes the financial reports can¡¦t reflect the market value of a company. EVA (Economic Value Added) is a new indicator in financial field. It is aimed at the new hi-tech companies, which have little asset and high R&D abilities. The research is focused on the Excite@Home, the biggest broadband internet service provider (ISP) in the USA. Excite, the sixth internet content provider (ICP) in America, was merged by @Home in 1999. According to the conclusion, the marketing cost affect FGV so much, both of them are direct proportion. It means the marketing makes sense and increases the market value of the business when the merger occurred. But the margin advertising revenue didn¡¦t increase for a long time. Why? Because the integration of the merger didn¡¦t work out very well and people anticipate negatively for the company¡¦s future. Thus it can be seen the value drivers reflect the success or failure of their strategic decision. The result also shows the business model drives FGV. Taking the Excite@Home for example, FGV has huge variation accompany COV just a ripple when the company makes vast investment. In a word, when the strategic planning matches with the market expectation and it implement successfully, the FGV goes up so that the market value of the enterprise increases. On the contrary, either the failure operation or the wrong strategy makes FGV slump, even lower than COV.

Since the late 1980s in most European countries the public sector has been characterized by ongoing privatization/liberalization strategies. Challenges related to this development are the merging of public institutions or units, the (re)creation of efficient processes, the increase in revenues, and the balancing between public service obligation and private sector competition. Approaching a case of a large Austrian company in the public health sector with a mixed methods design (narrative interviews, surveys), three major changes could be identified: a) breaking the bottleneck - development of processes, tools and awareness, b) reduction and regulation - ongoing business integration, and c) the good, the bad and the ugly - changing roles and status of clients, employees and managers. Organizational cultural subgroups relevant to the case are functional, occupational, geographical, political and structural subgroups. The political and the structural subgroups are fairly new dimensions in M&A research. The different subgroups identified show different resource dependencies, define perceptions about the ongoing changes and related approaches to change, face different organizational strategies and professional challenges. This explorative case study contributes to the understanding of developments of the public sector and related types of organisations. It provides practical recommendations for successful integration processes and managerial action. Approaching the case with the model of organizational culture challenges organisational cultural theory. New constructs relevant to change management are combined and a contribution to the field of mixed method M&A studies is made. (author's abstract)