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||Master of Business Administration Program in International Business|
|Type of Document
||The Impact of International Company's Culture On International M&A|
|Date of Defense
A comparative case study
||Mergers and acquisitions have become the most frequently used methods of growth for companies in the twenty first century. Because of the influence of globalization, the regional boundary among nations is removed. The enterprises, pursuing their expanding in global market for profits, tend to adopt transnational M&A. However, a lot of M&A cases were not able to reach an expected performance. Plus, according to previous studies, they showed that the successful rate of M&A was 43% and the failure rate of M&A was 80%. The cultural factors of transnational M&A might be the key to affect transnational M&A performance. Qualitative research was the principle method in this study. |
In this research, using the two cases which include Lenovo and IBM the other one is BenQ and Siemens to analyze the the national culture factors of acquiring company and acquired company were analyzed basing on the Hofstede’s Cultural Dimensions theory, and then basing on Organizational Culture Transfer Model, the organizational culture of acquiring company and acquired company were discussed. The research aimed to explore the successful and failure cultural factors of transnational M&A in globalization.
The results indicated, if the cultural conflicts between the acquiring company and acquired company can’t be solved, the cultural integration might suffer difficulties. By the way the enterprises need to solve the difficulties in cultural conflicts. The consistency in the acquiring company and the acquired company will enhance the successful cultural factors of M&A integration. All of the cultural factors discussed in this research can be provided to the further implications of industries.
||Ming-Chu Yu - chair|
Yu-Ping Wang - co-chair
Bih-Shiaw Jaw - advisor
Indicate in-campus at 99 year and off-campus access at 99 year.|
|Date of Submission