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博碩士論文 etd-0623118-150749 詳細資訊
Title page for etd-0623118-150749
論文名稱
Title
企業併購後人力資源整合對組織績效之影響
The effect of human resource integration after enterprise acquisition on organization performance
系所名稱
Department
畢業學年期
Year, semester
語文別
Language
學位類別
Degree
頁數
Number of pages
63
研究生
Author
指導教授
Advisor
召集委員
Convenor
口試委員
Advisory Committee
口試日期
Date of Exam
2018-05-20
繳交日期
Date of Submission
2018-07-23
關鍵字
Keywords
企業文化、人力資源整合、併購
company culture, Mergers and Acquisitions, human resource integration
統計
Statistics
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中文摘要
隨著電子產品功能的多元化以及複雜化,整體耗電量將隨之增加。為了維持終端裝置的正常運作,需要更多的被動元件來穩壓、穩流等。然而,產業發環境的改變,被動元件製造業已進入成熟期。此外,由於此行業的技術門檻不高,再加上競爭者眾多,產品銷售已進入激烈的價格競爭。放眼未來人工智慧、電動車等趨勢,為了企業的永續發展,企業需規劃併購專案,以取得專門技術、部分利基產品及現有生產線。在併購完成後建立新的管理團隊,貫徹集團既定政策、完成集團穩定獲利永續展之目標。
本研究採用個案分析並搭配深度訪談補充分析細節之質性研究。先透過整理旺詮內部的併購資料,並進行併購案例的案例分析。再設計訪談問題,實際訪談旺詮主導併購案之高階主管。透過訪談資料的整理與分析,再確認及補足個案分析之細節,並針對分析結果提出建議,作為未來併購時所採行之策略方法及人力資源整合規劃的參考依據。
於本研究的討論可得知,人力資源整合以及不同企業文化的融合之挑戰對於併購效益的表現具有極大的影響力。採取併購作為擴張手段的企業,應重視整併中的溝通與協調。協助收購公司之員工融入公司、適應新的管理模式與企業文化,留住關鍵人才並有效地激勵員工,才能發揮併購之最大效益。
Abstract
The functions of electrical products are getting diversified and complicated. As a result, the overall power consumption will increase. To ensure the end devices work properly, more passive components are needed to stabilize the electrical voltage, electrical current…etc. However, the passive component manufacturing industry is mature due to overall industrial environment changes. The technical entry barrier is not high. Product sales become price competition. Considering the future trends (AI (Artificial Intelligence), electrical car…etc), the company needs to have mergers and acquisitions project in place to meet the sustainable development goal. Through M&A (Mergers and Acquisitions) to access the unique technologies, IPs (Intellectual Properties), niche products and existing production lines. After M&A, a new management team needs to be built up to execute corporate strategy and policy to achieve corporate profit target.
In this research, case analysis method combining with in-depth interview were conducted. First, Ralec internal M&A data was compiled for case analysis. The in-depth interview questionnaire was designed accordingly. Through the interviews with Ralec’s management team who lead the M&A project to confirm and complete the case analysis results. Based on the final case analysis results, the recommendation on overall M&A strategies was provided as a reference for future M&A execution and human resource integration planning.
What has been learnt from this research: The human resource and cultural integration between two companies are very challenging and critical to the final M&A benefits. The company who uses M&A to grow should: more focus on the communication and coordination during the M&A, help the employees from the acquired company to be familiar with the new company and adapt the new management mode and company culture and keep the talent and motivate the employees to maximize the M&A benfits.
目次 Table of Contents
論文審定書.......................................................... i
中文摘要........................................................... ii
Abstract.......................................................... iii
目錄............................................................... iv
圖目錄.............................................................. v
表目錄............................................................. vi
第一章 緒論........................................................ 1
第一節、研究背景與動機.......................................... 1
第二節、研究目的................................................ 1
第三節、研究流程................................................ 2
第二章 文獻回顧..................................................... 3
第一節、購併.................................................... 3
第二節、企業聯盟的整合方式...................................... 5
第三節、影響購併成敗的因素...................................... 7
第四節、購併後人力資源的整合.................................... 8
第三章 研究設計................................................... 10
第一節、研究架構............................................... 10
第二節、研究方法............................................... 10
第四章 個案分析................................................... 12
第一節、個案公司簡介........................................... 12
第二節、併購案例分析........................................... 14
第五章 結論與建議................................................. 27
第一節、研究結論............................................... 27
第二節、建議................................................... 28
第三節、管理意涵............................................... 28
參考文獻........................................................... 30
附件一、訪談重點整理............................................... 31
附件二、參考文件................................................... 35
參考文獻 References
一、中文部分
1. 伍忠賢(2000)。企業購併後整合-整合失利的前因、後果。能力雜誌,534,117-119。
2. 何玉美(1998)。購併後,真正的挑戰才開始。管理雜誌,293,80-82。
3. 余尚武、江玉柏(1998)。影響企業購併成敗之因素與策略探討。經濟情勢暨評論,4(2),125-144。
4. 李宜萍(2002)。合併是加分?還是減分?管理雜誌,340,109-114,116,118-120。
5. 林尚帄、季春華(2000)。企業購併運作與企業文化及人力資源管理之關聯性研究。台大管理論叢,11(1),263-301。
6. 邱弘(1990)。購併前後企業文化差異對購併後員工承諾影響之研究-以子儀電子購併訊達資訊為例。私立中國文化大學企業管理研究所碩士論文。
7. 黃文成(1983)。企業之成長策略。工業簡訊,24-31。
8. 黃秀鳳(1980)。漫談企業之購併。石油通訊技術,47-51。
9. 趙必孝(2011)。國際化管理。臺北市:華泰。
二、 英文部分
1. Cartwright, S. & Cooper, C.L. 1993. The role of culture compatibility in successful organizational marriage. Academy of Management Executive, 6(2), 57-76.
2. Greengard, S. 1997. You’re next! There’s no escaping merger mania! Workforce Magazine, 76, 52-62.
3. Jeffrey A. S. 2001. The correct spelling of M&A Begins with HR. HR Magazine, 46(6), 102-108.
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