碩士 / 東吳大學 / 企業管理學系 / 96 / The integration of computer, communication into consumer electronics products has been the development trend for Taiwan industry. More electronics businesses have expanded their operations and improved competitiveness by means of mergers and acquisitions.
Prior to acquisition, most acquiring companies would pay more attention to the finances of target companies and the purchase price and less to the goals, resources and culture of target companies for an optimal fit. The lack of comprehensive fit assessment on target companies could raise the degree of difficulty of integration and conformity for acquiring companies after acquisition.
The purpose of the study is to examine if conformity is achieved between acquiring companies and target companies in merges, mainly in terms of strategic fit and organizational fit. An exploratory study as well as a case study on Foxconn, best known for its acquisition strategies, was conducted to analyze the four phases of strategic fit: goals, resource capabilities, market, and product lines, and organizational culture and organizational scale of organizational fit.
The study reports three key findings. First, if goals, resource capabilities, market, and product lines of the acquiring firm and the target firm can be adjusted or adapted to each other prior to the buyout, then this is considered a strategic fit. Second, if culture of the acquiring company and target company can’t fit, then this is considered a low organizational fit. Third, if the acquiring company and the target company have a low organizational fit, both parties would need to corroborate to harmonize the differing management styles for a smooth transition after the merge, or make needed adjustments in management, addressing target firms’ unique conditions, to reach the degree of conformity between them.
In practice, by conducting detailed assessment and organizational fit analysis, the acquiring firm would be able to determine if the target company has a suitable match in product lines, markets, goals, and resource capabilities and if both companies can accommodate each other. Also, by examining whether both have an organizational fit, reducing the negative impacts on its culture; and avoid the failing rate of mergers and acquisitions as a result of difficult harmonization of the two companies and improve the successful rate of mergers and acquisitions.
| Identifer | oai:union.ndltd.org:TW/096SCU05121036 |
| Date | January 2008 |
| Creators | Ya-Ting Chang, 張雅婷 |
| Contributors | Wang-hui Yung, 翁望回 |
| Source Sets | National Digital Library of Theses and Dissertations in Taiwan |
| Language | zh-TW |
| Detected Language | English |
| Type | 學位論文 ; thesis |
| Format | 86 |
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