Abstract
Mergers and acquisitions usually imply enormous impact on corporate culture, which usually results in the failure of expected goal of M&A. As a saying goes, ¡§falling in love is easy, staying together is difficult¡¨, the mergers and acquisitions between corporations is just like the union between a man and a woman. Due to the differences between two corporate cultures, the managing method after the mergers and acquisitions of an enterprise might as small as causing conflicts or friction, otherwise, could be as serious as mutually wounded. To fulfill the strategy of mergers and acquisitions of an enterprise, it has to rely on the integration after the mergers and acquisitions (the Post-M&A integration) of a company. The fusion of original corporate cultures is the key to a successful integration.
This study is an empirical investigation on relationships between company variables, personal variables and corporate culture toward mergers and acquisitions. 300 questionnaires were handed out and 161 valid ones were retrieved for statistic analysis.
As to the finding, with the typical model independence sample t test, both company and personal variables have significant differences in corporate rules and leadership style of corporate culture; by using the two-way ANOVA of independent sample to analyze how the company and the service dep¡¦t variables influence the relation of corporate cultures.
This study also found that the different company and personal variables have obvious difference to the factors, such as the regulation system and the leadership style in the corporate culture. IST, the dominated company in M & A has a better and healthier corporate rules and leading style than that of the Megics. It was recommended that the dominated company of M & A should have a well prepared integration plan, with the consideration of the condition of the merged company. Therefore, it could be twice the result with half the effort.
On the other hand, the regulation system and enterprise image of a company has positive correlation. Since the employees of the original two companies have poor perception to their companies¡¦ enterprise image, it is important to improve the quality of management, the quality of product and services, and to strengthen the system of rewards and pension. Then the ability to attract and to keep talented people would be increased and the overall enterprise image will be promoted.
It is suggested that the interested researchers can make a further study on post- integration performance of the object of this study after the integration have done. It then will make this research more complete.
Key words: merges and acquisitions, corporate culture, regulation system, leadership style, enterprise image, values of corporate culture
| Identifer | oai:union.ndltd.org:NSYSU/oai:NSYSU:etd-0801106-180202 |
| Date | 01 August 2006 |
| Creators | Yang, Wen-Huei |
| Contributors | Ming-rea Kao, Bih-Shiaw Jaw, Ming-Chu Yu, Yu-Ping Wang |
| Publisher | NSYSU |
| Source Sets | NSYSU Electronic Thesis and Dissertation Archive |
| Language | Cholon |
| Detected Language | English |
| Type | text |
| Format | application/pdf |
| Source | http://etd.lib.nsysu.edu.tw/ETD-db/ETD-search/view_etd?URN=etd-0801106-180202 |
| Rights | unrestricted, Copyright information available at source archive |
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