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| Title: | 購併後整合與管理-以高科技公司為例 |
| Authors: | 徐碩甫 |
| Contributors: | 于卓民
徐碩甫 |
| Keywords: | 購併
購後整合
併後整合
整合團隊 |
| Date: | 2010 |
| Issue Date: | 2011-09-29 16:31:40 (UTC+8) |
| Abstract: | 近年來全球的購併案有增無減，購併對企業的生存地位與競爭優勢越顯重要，且隨著關鍵資源越趨珍貴，以及市場競爭態勢越趨劇烈，許多企業僅藉由內部成長已難以因應環境的變遷或是股東對公司成長的期待，故越來越多公司轉向採取外部成長—購併的方式。近年新興市場的崛起，更讓許多跨國企業於全球市場積極尋找購併目標，加緊攻城掠地。然而，當眾多企業汲汲營營搜尋良好的購併標的，試著獲取競爭資源與擴張營運版圖的同時，往往忽略購併最根本的管理問題，亦即被併公司進入主併公司後之整合。企業欲從購併中獲得經營績效的改善、營收利潤的提升或其他營運綜效的產生，購併合約的完成僅是開端，真正能為主併公司帶來實際價值的是合約完成後之各項整合工作。
本研究透過產學合作的方式，進行論文之撰寫，同時，在公司經營企畫室實習期間，一方面瞭解個案公司提供購併案例的營運模式、組織規劃、購併策略與整合流程，另一方面舉辦個案研討會，協助個案公司改善策略方向與行動方案。
本研究根據文獻探討發展一購併後整合與管理之初步架構，藉由該架構逐步分析個案公司購併的三個案例，以瞭解個案公司過去購併後整合與管理的過程與內容，並提出適當的策略建議；接著，個案公司在改善己身購併整合流程後，將新的策略與制度實際執行於另一收購案例公司。本研究在瞭解個案公司實務操作過程後，結合文獻探討的諸項管理重點，重新修正與完成購併後整合與管理之架構，做為個案公司日後進行購併後整合與管理的基礎。
本研究結果有二。其一，瞭解企業如何進行與優化購併後整合之管理；其二，透過分析個案公司之購併整合流程，瞭解「較無購併整合經驗之主併公司採取的購併後管理內容」，並完成購併後整合與管理之架構。本研究有兩項重要的實務意涵。首先，提供購併經驗較為缺乏的工業電腦產業或相似企業，欲執行購併後整合之策略制定與方案規劃的思考架構；其次，公司應檢視己身資源與條件，對購併後整合的管理項目予以適當地修正。
Mergers and acquisitions (M&A) are becoming more and more important for enterprises to survive, gain advantages, and extend territories in competitive environment. While resources are getting more precious and competition within markets is fiercer, it’s more difficult for a company to deal with variant challenges or high expectations from shareholders through internal growth. As a result, companies turn to external growth engine—mergers and acquisitions. However, most companies might ignore or underestimate the importance of integration after mergers and acquisitions while they focus on target searching, territory expanding, and resources acquiring. Companies want to secure much more profits and enhance their competitive advantages through merging or acquiring another company should understand that accomplishment of contract is just the beginning. The following integration is the ultimately fundamental.
The case company is an industrial computer company. Three M&A cases the case company executed are described and analyzed by the initial research structure developed after studying documents and references. The research held two case workshops. Executives and managers from case company participated in the first workshop to discuss and improve the current process of integration management. After the first workshop, the case company ameliorated its post M&A integration strategies and procedures, and applied it in another M&A case. The case is presented in detail. The second workshop focused on reviewing the change of management and enhancing the integration procedures and organizations. The structure of post-merger or post-acquisition management is modified combining former academic researches and practical implementation of the case company.
The research leads to two main results. First, the research examines how an enterprise implements and optimizes the process and management of post-mergers and post-acquisitions. Second, the research constructs a structure of post merger and acquisition management through analyzing and studying a case company not taking M&A as principal growth engine. The structure provides an initial framework of post merger and post acquisition for companies to establish systematical procedures and integration organizations. |
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參考網站
1. Bloomberg，http://www.bloomberg.com/
2. THOMSON REUTERS，http://thomsonreuters.com/
3. http://www.valuebasedmanagement.net/ |
| Description: | 碩士
國立政治大學
企業管理研究所
98355023
99 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0098355023 |
| Data Type: | thesis |
| Appears in Collections: | [企業管理學系] 學位論文
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