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題名 國家文化與企業跨國併購
National Culture in Cross-border M&A作者 陳怡如
Chen, Yi Ju貢獻者 姜家雄
Chiang, Chia-Hsiung
陳怡如
Chen, Yi Ju關鍵詞 企業併購
企業跨國併購
國家文化
文化維度
Mergers & Acquisitions (M&As)
National culture
Cross-borderM&As
Hofstede cultural dimensions日期 2017 上傳時間 31-Aug-2017 12:26:43 (UTC+8) 摘要 文化常被認為是跨國併購失敗的重要原因，許多文化因素在研究與調查中仍屬薄弱。在本論文中，國家文化是衡量跨境併購文化差異的重點，我們使用了Hofstede 六維度來分析兩種家公司併購情況，即使聯想案例文化維度距離高於TCL案例，但聯想理解在最短時間內和解文化差異，聯想最終解決了問題並變成了利潤。研究表明，溝通是必要的，大大提高了併購的成功性，管理層在合併前，文化評估是必要決策收購的成敗的重要因素。
The failure rate of cross-border M&As is still high and culture is often blamed for hampering performance. If substantial research has been devoted to investigating M&As performance, cultural factors remain largely unexplained.In this research, national culture is the focus to measure cultural differences in cross border M&As. we used Hofstede 5 dimensions to analyzes two cases, even though Lenovo case cultural dimension distance is higher than TCL case, but Lenovo understand reconciling cultural differences in the shortest time, Lenovo eventually solved the problems and turn into profit. The studies reveal that communication is a necessity, drastically improving the success of a merger, and a cultural assessment of both fit and potential are important factors for providing direction and guidance for necessary decision making and planning initiatives required by management throughout all stages of a merger or acquisition.The purpose of this conceptual paper is to highlight the tensions generated by national culture in cross-border M&As and Chinese enterprises want to increase the success rate of Cross-border M&As, they have to pay close attention on the cultural problems, make a good cultural assessment and manager the cultural integrating work in the cultural integrating process.參考文獻 Reference ListAhamed, Z., Inohara, T., & Kamoshida, A. (2013). The servitization of manufacturing: an empirical case study of IBM corporation. International Journal of Business Administration, 4(2), 18.Alexandridis, G., Mavrovitis, C. F., & Travlos, N. G. (2012). How have M&As changed? Evidence from the sixth merger wave. The European Journal of Finance, 18(8), 663-688.Appelbaum, S. H., Gandell, J., Shapiro, B. T., Belisle, P., & Hoveven, E. (2000). Anatomy of a merger: Behavior of organizational factors and processes throughout the pre-during post stages. Management Decision, 674–687.Appelbaum, S.H., Roberts, J., and Shapiro, B.T. (2009). Cultural strategies in M&As:Investigating ten case studies, Journal of executive education, 2(8), 33–58.Barney, J. B. (1986). Meta‐analyses of post‐acquisition performance: Indications of Unidentified moderators. Strategic Management Journal, 25(2), 187-200.Baskerville, R. (2003). Hofstede never studied culture. Accounting, Organization and Society, 28(1), 1–14. Boland, R. J. (1970). Merger planning: How much weight do personnel factors carry? Personnel, 47, 8–13.Brockhaus, W.L. (1975) A model for success in mergers and acquisitions, S.A.M. Advanced Management Journal, 40-49.Brock, D. M. (2005). Multinational acquisition integration: The role of national culture in creating synergies. International Business Review, 14(3), 269–288.Brock, D. M., Barry, D., & Thomas, D. C. (2000). Your forward is our reverse, your right, our wrong: Rethinking multinational planning processes in light of national culture.International Business Review, 9(6), 687–701.Brogiato, L. (2012). Cross-cultural management integration in M&As (Bachelor`s thesis, Università Ca`Foscari Venezia).Bruche, G. (2010). Tata Motor`s transformational resource acquisition path: A case study of latecomer catch-up in a business group context (No. 55). Bruton, G. D., Oviatt, B. M., & White, M. A. (1994). Performance of acquisitions of distressed firms. Academy of Management Journal, 37, 972–990.Buono, A. F., & Bowditch, J. (1989). The human side of mergers and acquisitions. Human Resource Management, 28(2), 301-304.Calipha, R., Tarba, S., & Brock, D. (2010). Mergers and acquisitions: a review of phases, motives, and success factors. In Advances in mergers and acquisitions (1-24). Emerald Group Publishing Limited.Cartwright, S., & Price, F. (2003). Managerial preferences in international mergersAnd acquisition partners revisited: How are they influenced? Advances in Mergers and Acquisitions, 2, 81–95. Cartwright, S., & Schoenberg, R. (2006). Thirty years of mergers and acquisitions research: Recent advances and future opportunities. British Journal of Management, 17,S1–S5. Carty, S. S. (2008). Tata Motors to buy Jaguar, Land Rover for $2.3 B. ABC News, Retrieved on April 5, 2017. http://abcnews. go. com/Business/story? id= 4528213&page= 1#. UY6ROLVql60.Chatterjee, S., Lubatkin, M. H., Schweiger, D. M., & Weber, Y. (1992). Cultural Differences and shareholder value in related mergers: Linking equity And human capital. Strategic Management Journal, 9(6), 319-334.Chen, C., & Findlay, C. (2003). 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國立政治大學
亞太研究英語碩士學位學程(IMAS)
103926015資料來源 http://thesis.lib.nccu.edu.tw/record/#G0103926015 資料類型 thesis dc.contributor.advisor 姜家雄 zh_TW dc.contributor.advisor Chiang, Chia-Hsiung en_US dc.contributor.author (Authors) 陳怡如 zh_TW dc.contributor.author (Authors) Chen, Yi Ju en_US dc.creator (作者) 陳怡如 zh_TW dc.creator (作者) Chen, Yi Ju en_US dc.date (日期) 2017 en_US dc.date.accessioned 31-Aug-2017 12:26:43 (UTC+8) - dc.date.available 31-Aug-2017 12:26:43 (UTC+8) - dc.date.issued (上傳時間) 31-Aug-2017 12:26:43 (UTC+8) - dc.identifier (Other Identifiers) G0103926015 en_US dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/112425 - dc.description (描述) 碩士 zh_TW dc.description (描述) 國立政治大學 zh_TW dc.description (描述) 亞太研究英語碩士學位學程(IMAS) zh_TW dc.description (描述) 103926015 zh_TW dc.description.abstract (摘要) 文化常被認為是跨國併購失敗的重要原因，許多文化因素在研究與調查中仍屬薄弱。在本論文中，國家文化是衡量跨境併購文化差異的重點，我們使用了Hofstede 六維度來分析兩種家公司併購情況，即使聯想案例文化維度距離高於TCL案例，但聯想理解在最短時間內和解文化差異，聯想最終解決了問題並變成了利潤。研究表明，溝通是必要的，大大提高了併購的成功性，管理層在合併前，文化評估是必要決策收購的成敗的重要因素。 zh_TW dc.description.abstract (摘要) The failure rate of cross-border M&As is still high and culture is often blamed for hampering performance. If substantial research has been devoted to investigating M&As performance, cultural factors remain largely unexplained.In this research, national culture is the focus to measure cultural differences in cross border M&As. we used Hofstede 5 dimensions to analyzes two cases, even though Lenovo case cultural dimension distance is higher than TCL case, but Lenovo understand reconciling cultural differences in the shortest time, Lenovo eventually solved the problems and turn into profit. The studies reveal that communication is a necessity, drastically improving the success of a merger, and a cultural assessment of both fit and potential are important factors for providing direction and guidance for necessary decision making and planning initiatives required by management throughout all stages of a merger or acquisition.The purpose of this conceptual paper is to highlight the tensions generated by national culture in cross-border M&As and Chinese enterprises want to increase the success rate of Cross-border M&As, they have to pay close attention on the cultural problems, make a good cultural assessment and manager the cultural integrating work in the cultural integrating process. en_US dc.description.tableofcontents 1. Introduction 1.1 Motivation and Research Purpose 11.2 Research Questions 31.3 Research Method 41.4 Thesis Structure 52. Literature Review of Cross-Border M&As 2.1 Definition of Mergers and Acquisitions 7 2.2 Types of Mergers and Acquisitions 72.3 Motivations of Mergers and Acquisitions 92.4 Global M&As Evolution and Current Status 122.5 Factors Influencing of Cross-Border Mergers and Acquisitions 162.6 National Culture and Organizational Culture 292.7 Hofstede`s Dimensions of National Culture 302.8 Summary 363. Influence of Culture in Cross Border M&As -- Cases Review 3.1 TATA Acquire Jaguar Land Rover 393.2 BNP Paribas Acquisition of Fortis 433.3 Lukoil and ConocoPhillips Merger 463.4 The Daimler-Benz Merger With Chrysler 483.5 Daimler Alliance with Mitsubishi 503.6 Nomura and Lehman Brothers Acquisition 53 3.7 Summary 574. National Culture on M&As: Investigating --Two Cases 4.1 Case 1 : Lenovo and IBM Companies Profile 604.2 The Motivation of Lenovo Mergered IBM 634.3 Actual Problems Encountering After M&As 654.4 Hofstede Multural Dimensional in China and US Case 674.5 Cross-Cultural Integration & Result in Lenovo and IBM Deal 744.6 Case 2 : TCL-Thomson Companies Profile 80 4.7 The Motivation of TCL Merger with Thomson 834.8 Actual Problems Encountering After M&As 854.9 Hofstede Cultural Dimensional in China and France 864.10 Cross-Cultural Integration and Reault in TCL-Thomson Deal 935. Conclusion 5.1 Research Findings and Discussion 985.2 Future Research 99 zh_TW dc.format.extent 1788699 bytes - dc.format.mimetype application/pdf - dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0103926015 en_US dc.subject (關鍵詞) 企業併購 zh_TW dc.subject (關鍵詞) 企業跨國併購 zh_TW dc.subject (關鍵詞) 國家文化 zh_TW dc.subject (關鍵詞) 文化維度 zh_TW dc.subject (關鍵詞) Mergers & Acquisitions (M&As) en_US dc.subject (關鍵詞) National culture en_US dc.subject (關鍵詞) Cross-borderM&As en_US dc.subject (關鍵詞) Hofstede cultural dimensions en_US dc.title (題名) 國家文化與企業跨國併購 zh_TW dc.title (題名) National Culture in Cross-border M&A en_US dc.type (資料類型) thesis en_US dc.relation.reference (參考文獻) Reference ListAhamed, Z., Inohara, T., & Kamoshida, A. (2013). The servitization of manufacturing: an empirical case study of IBM corporation. International Journal of Business Administration, 4(2), 18.Alexandridis, G., Mavrovitis, C. F., & Travlos, N. G. (2012). How have M&As changed? Evidence from the sixth merger wave. The European Journal of Finance, 18(8), 663-688.Appelbaum, S. H., Gandell, J., Shapiro, B. T., Belisle, P., & Hoveven, E. (2000). Anatomy of a merger: Behavior of organizational factors and processes throughout the pre-during post stages. Management Decision, 674–687.Appelbaum, S.H., Roberts, J., and Shapiro, B.T. (2009). Cultural strategies in M&As:Investigating ten case studies, Journal of executive education, 2(8), 33–58.Barney, J. B. (1986). Meta‐analyses of post‐acquisition performance: Indications of Unidentified moderators. Strategic Management Journal, 25(2), 187-200.Baskerville, R. (2003). Hofstede never studied culture. Accounting, Organization and Society, 28(1), 1–14. Boland, R. J. (1970). Merger planning: How much weight do personnel factors carry? Personnel, 47, 8–13.Brockhaus, W.L. (1975) A model for success in mergers and acquisitions, S.A.M. Advanced Management Journal, 40-49.Brock, D. M. (2005). Multinational acquisition integration: The role of national culture in creating synergies. International Business Review, 14(3), 269–288.Brock, D. M., Barry, D., & Thomas, D. C. (2000). Your forward is our reverse, your right, our wrong: Rethinking multinational planning processes in light of national culture.International Business Review, 9(6), 687–701.Brogiato, L. (2012). Cross-cultural management integration in M&As (Bachelor`s thesis, Università Ca`Foscari Venezia).Bruche, G. (2010). Tata Motor`s transformational resource acquisition path: A case study of latecomer catch-up in a business group context (No. 55). Bruton, G. D., Oviatt, B. M., & White, M. A. (1994). Performance of acquisitions of distressed firms. Academy of Management Journal, 37, 972–990.Buono, A. F., & Bowditch, J. (1989). The human side of mergers and acquisitions. Human Resource Management, 28(2), 301-304.Calipha, R., Tarba, S., & Brock, D. (2010). Mergers and acquisitions: a review of phases, motives, and success factors. In Advances in mergers and acquisitions (1-24). Emerald Group Publishing Limited.Cartwright, S., & Price, F. (2003). Managerial preferences in international mergersAnd acquisition partners revisited: How are they influenced? Advances in Mergers and Acquisitions, 2, 81–95. Cartwright, S., & Schoenberg, R. (2006). Thirty years of mergers and acquisitions research: Recent advances and future opportunities. British Journal of Management, 17,S1–S5. Carty, S. S. (2008). Tata Motors to buy Jaguar, Land Rover for $2.3 B. ABC News, Retrieved on April 5, 2017. http://abcnews. go. com/Business/story? id= 4528213&page= 1#. UY6ROLVql60.Chatterjee, S., Lubatkin, M. H., Schweiger, D. M., & Weber, Y. (1992). Cultural Differences and shareholder value in related mergers: Linking equity And human capital. Strategic Management Journal, 9(6), 319-334.Chen, C., & Findlay, C. (2003). 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