This research seeks to develop a model of PMI strategy, incorporating four constructs: M&A motives, PMI, M&A performance, and contextual factors. / Firms use Mergers and Acquisitions (M&As) to pursue growth as they are regarded as a fast and seemingly less expensive way to acquire production capacity, market share, and knowledge given the shortening product life cycles, fierce global competition, and accelerating technological innovations. However, the literature, studying M&A mechanisms from different perspectives, suggests most M&A deals fail. / Post-merger integration (PMI) is commonly agreed to be an extremely important decision making process for management, which ensures value creation through M&As. PMI is also a subject of great interest to management and academics in Taiwan, following an unprecedented M&A boom due to the entry into WTO, regional economic integration, and regulatory reform since the year 2000. / PMI is conceptualised through integration speed and scope to capture the construct's abstract meanings, and is observed in two specific aspects, task integration and human integration. The developed framework was tested across a sample of 51 M&A cases in Taiwan. The case survey method was used. Correlation and multiple regression analyses were conducted to investigate the proposed relationship. / This research confirms the relationship between M&A motives and integration scope, in that integration scope is positively associated with motives for synergy. Management style has a positive moderator effect on integration scope, but not integration speed. Firm size does not affect integration speed and scope. Knowledge has a significant moderator effect on integration speed and scope. / Thesis ((DBusinessAdministration)--University of South Australia, 2007.
| Identifer | oai:union.ndltd.org:ADTP/267027 |
| Creators | Chiu, Hung. |
| Source Sets | Australiasian Digital Theses Program |
| Language | English |
| Detected Language | English |
| Rights | copyright under review |
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