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人力資源在跨國企業購併扮演的角色─以台灣企業case為例 / HR Perspectives for Cross-Boarder M&As in Taiwan---Case studies on three Taiwanese corporations

人力資源在跨國企業購併扮演的角色─以台灣企業case為例 / Cross-boarder mergers and acquisitions (M&As)1 have become critical business model strategically implemented for Taiwan companies to achieve sustainable competitive advantages. This report is to utilize three Taiwan M&A cases2, merging oversea MNCs or acquired by overseas MNCs, to address HR perspectives in cross-boarder M&As. The author tries to provide a strategic frame work, pinpointing critical absolutes matching with three different M&A stages-early due diligence, middle integration, and late synergy processes. Through empirical research, case studies, quantitative survey and interviews to HR professionals, author concludes HR plays critical role in each stage suiting for various outcomes. For instance, in the early due diligence stage, HR should focus on reviewing culture conflict, talent resources and management style mapping to avoid only looking at financial returns but neglecting the fitting of the human capital. In the middle integration stage, aligning new company vision and strategy with HR strategy and offering the articulated communication scheme are crucial to gain commitment across the board and whole employees. In the late synergy process, shaping new company culture through HR scorecards such as recruiting, developing, appraising, rewarding and engaging is a must for changing company value system and employees behaviors to achieve the integrative synergy of the M&As.

Identiferoai:union.ndltd.org:CHENGCHI/G0929330031
Creators歐學迪
Publisher國立政治大學
Source SetsNational Chengchi University Libraries
Language中文
Detected LanguageEnglish
Typetext
RightsCopyright © nccu library on behalf of the copyright holders

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