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題名 企業策略與國家文化對跨國購併之影響 : 以鴻海購併夏普為例
The Influence of Corporate Strategy and National Culture on Cross-Border M&A
作者 王靖傑
WANG, CHING-CHIEH
貢獻者 林月雲
Lin, Yeh-Yun
王靖傑
CHING-CHIEH WANG
關鍵詞 鴻海
夏普
購併
併購
文化
國家文化
企業策略
談判
Hon-Hai
Sharp
M&A
Culture
National culture
Corporate strategy
Negotiation
日期 2017
上傳時間 13-Sep-2017 15:56:31 (UTC+8)
摘要 跨國購併為企業持續成長的重要策略之一，學者針對此議題亦有諸多探討， 而過去的多數研究皆著重於—企業執行跨國購併後，企業策略與國家文化對於後 續整合的影響。然而，本研究認為文化的影響自企業開啟跨國購併談判以來，便 始終存在。此外，購併談判為跨國購併之起始，其重要性不亞於購併後的整合。 因此，本研究以企業跨國購併歷程為主體，藉此探討跨國購併企業雙方之文化差 異對於整體購併行為之影響。
本研究之目的為探討企業實際購併個案研究，讓企業未來在實際執行購併策 略時，能持續思考國家文化差異之影響，並依據其購併階段之不同，而有相對的 因應方式。
本研究以次級資料作為質性研究依據，藉由廣泛地蒐集資料，撰寫成鴻海購 併夏普之跨國購併個案。透過此篇實際個案研究，發現家文化差異對於企業能否 順利進行購併談判有重大影響，並提出企業依其所屬之購併階段不同，處理相對 應需著重之文化構面，可提高企業跨國購併談判之效率及成功率。
Cross-border mergers and acquisitions (M&A) are one of the most important strategies for sustainable growth of a company. Many scholars had various discussions on this issue. Most of researches concentrated on how corporate strategy and national culture affect the integration after cross-border M&A.
However, this study suggests that cultural impacts have long existed from the very beginning of cross-border M&A negotiations. In addition, M&A negotiation is the start point of cross-border M&A. It is equally important in the integration stage after M&A. Therefore, this study focuses mainly on the process of cross-border M&A in order to explore overall influence on the cross-border M&A due to cultural differences between the enterprises.
By analyzing a real M&A case, the purpose of this study is to make enterprise consider the impact of cultural difference when they are having cross-border M&A negotiation. Besides, through this study company can understand what the most important dimension of national culture is while having M&A project.
This study is a qualitative research based on extensively searching secondary data of Hon-Hai and Sharp M&A. This case study found that cultural differences between nations affect -whether the enterprise can successfully carry out M&A negotiations. This study also shows that company may generate different strategies corresponding to the difference between national culture dimensions in accordance with different M&A negotiation stage. Doing so may lead to smooth and successful M&A negotiation.
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中田行彥（2016）。鴻海為什麼贏得夏普（林佑純、奈勻、洪淳瀅與程永佳譯）。台灣：商業周刊。
日本經濟新聞社（2016）。夏普崩壞: 是誰搞垮了名門企業?（劉滌昭、許明煌譯）。春天出版國際。
王克萍（2004）。企業跨國購併策略之研究-以電子零組件通路商為例。臺灣大學國際企業學研究所。
王毓雯（2012）。當武士遇上狐狸。商業周刊，1294，頁 58-66。
王毓雯（2016）。郭董為何苦追錢坑夏普。商業周刊，1477，頁 98-100。
伍忠賢（2013）。企業購併: 理論與實務。新陸出版。
吳和懋（2016）。黑盒子、傀儡社長⋯⋯夏普竟是被自己人鬥垮。商業周刊，1477，頁 102-105。
宋煥鑫（2012）。鴻海與夏普結盟的策略研究。臺灣大學企業管理碩士專班。
杉本Ryuko（2014）。《東洋經濟週刊》獨家授權 還原三小時專訪 不再忍 郭台銘自爆鴻夏戀始末。今周刊，913，頁 62-66。
李秉穎（2011）。探討鴻海全球空間資源佈局的軌跡。清華大學科技管理研究所。
李春南（2000）。電信產業購併策略之研究。國立政治大學經營管理碩士學程(EMBA)。
邱冠斌、邱冠燿、陳金花 （2012）。 能源光電LED產業政策與競爭策略之研究[A Study of the Industrial Policy and Competitive Strategies of Taiwan`s LED Industry]。中華行政學報（10），頁 173-199。
施振榮（1996）。再造宏碁: 開創、成長與挑戰。台灣：天下文化出版股份有限公司。
張殿文（2005）。虎與狐。台灣：天下文化。
陳良榕、黃亦筠、嚴珮華（2016）。霸氣總裁　如何苦追沒落貴族？。天下雜誌，592，頁 100-107。
陳芃婷（2003）。鴻海企業經營策略之研究。國立交通大學科技管理所。
曾如瑩（2016a）。台日製造黃金交叉。商業周刊，1482，頁 85-93。
曾如瑩（2016b）。狐狸戰爭。商業周刊，1477，頁 88-97。
黃亦筠、陳良榕（2016）。夏普兩大傳家寶　鴻海非要不可。天下雜誌，592，頁 108-109。
楊仲瑜、周士雄 （2016）。鴻海收購夏普案對台日產業合作影響。資策會研究報告。台灣：財團法人資訊工業策進會產業情報研究所(MIC)。
萬惠雯（2005）。通路商企業購併之財務評價探討─以遠傳購併全虹為例。臺灣大學國家發展研究所。
葉銀華（2016）。解析鴻夏戀。會計研究月刊（365），頁 21-25。

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Brouthers, K. D., van Hastenburg, P., & van den Ven, J. (1998). If most mergers fail why are they so popular? Long Range Planning, 31(3), 347-353. doi:http://dx.doi.org/10.1016/S0024-6301(98)80002-2
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Hitt, M. A., & Pisano, V. (2003). THE CROSS-BORDER MERGER AND ACQUISITION STRATEGY: A Research Perspective. Management Research, 1(2), 133-144.
Hofstede, G. (1983). The Cultural Relativity of Organizational Practices and Theories. Journal of International Business Studies, 14(2), 75.
Hofstede, G. (1991). Cultures and organizations - software of the mind: McGraw-Hill.
Hofstede, G. (2001). Culture`s consequences: comparing values, behaviors, institutions, and organizations across nations: Sage.
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網站
行政院國家發展委員，http://www.ndc.gov.tw/News7.aspx?n=5F5662157BC98A7D
工商時報電子資料庫，http://www.digitimes.com.tw/
聯合知識資料庫，https://udndata.com/
描述 碩士
國立政治大學
企業管理研究所(MBA學位學程)
104363008
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0104363008
資料類型 thesis
dc.contributor.advisor 林月雲zh_TW
dc.contributor.advisor Lin, Yeh-Yunen_US
dc.contributor.author (Authors) 王靖傑zh_TW
dc.contributor.author (Authors) CHING-CHIEH WANGen_US
dc.creator (作者) 王靖傑zh_TW
dc.creator (作者) WANG, CHING-CHIEHen_US
dc.date (日期) 2017en_US
dc.date.accessioned 13-Sep-2017 15:56:31 (UTC+8)-
dc.date.available 13-Sep-2017 15:56:31 (UTC+8)-
dc.date.issued (上傳時間) 13-Sep-2017 15:56:31 (UTC+8)-
dc.identifier (Other Identifiers) G0104363008en_US
dc.identifier.uri (URI) http://nccur.lib.nccu.edu.tw/handle/140.119/112818-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 企業管理研究所(MBA學位學程)zh_TW
dc.description (描述) 104363008zh_TW
dc.description.abstract (摘要) 跨國購併為企業持續成長的重要策略之一，學者針對此議題亦有諸多探討， 而過去的多數研究皆著重於—企業執行跨國購併後，企業策略與國家文化對於後 續整合的影響。然而，本研究認為文化的影響自企業開啟跨國購併談判以來，便 始終存在。此外，購併談判為跨國購併之起始，其重要性不亞於購併後的整合。 因此，本研究以企業跨國購併歷程為主體，藉此探討跨國購併企業雙方之文化差 異對於整體購併行為之影響。
本研究之目的為探討企業實際購併個案研究，讓企業未來在實際執行購併策 略時，能持續思考國家文化差異之影響，並依據其購併階段之不同，而有相對的 因應方式。
本研究以次級資料作為質性研究依據，藉由廣泛地蒐集資料，撰寫成鴻海購 併夏普之跨國購併個案。透過此篇實際個案研究，發現家文化差異對於企業能否 順利進行購併談判有重大影響，並提出企業依其所屬之購併階段不同，處理相對 應需著重之文化構面，可提高企業跨國購併談判之效率及成功率。		zh_TW
dc.description.abstract (摘要) Cross-border mergers and acquisitions (M&A) are one of the most important strategies for sustainable growth of a company. Many scholars had various discussions on this issue. Most of researches concentrated on how corporate strategy and national culture affect the integration after cross-border M&A.
However, this study suggests that cultural impacts have long existed from the very beginning of cross-border M&A negotiations. In addition, M&A negotiation is the start point of cross-border M&A. It is equally important in the integration stage after M&A. Therefore, this study focuses mainly on the process of cross-border M&A in order to explore overall influence on the cross-border M&A due to cultural differences between the enterprises.
By analyzing a real M&A case, the purpose of this study is to make enterprise consider the impact of cultural difference when they are having cross-border M&A negotiation. Besides, through this study company can understand what the most important dimension of national culture is while having M&A project.
This study is a qualitative research based on extensively searching secondary data of Hon-Hai and Sharp M&A. This case study found that cultural differences between nations affect -whether the enterprise can successfully carry out M&A negotiations. This study also shows that company may generate different strategies corresponding to the difference between national culture dimensions in accordance with different M&A negotiation stage. Doing so may lead to smooth and successful M&A negotiation.		en_US
dc.description.tableofcontents 第一章 緒論 5
第一節 研究動機 5
第二節 研究目的 7
第三節 論文架構 8
第二章 文獻探討 10
第一節 購併之相關理論 10
第二節 文化之相關理論 16
第三章 研究方法 22
第一節 個案研究法 22
第二節 研究對象選擇 24
第三節 資料蒐集方式 24
第四章 個案研究—鴻夏戀 26
第一節 主併公司—鴻海科技集團 26
第二節 被併公司—夏普株式會社 40
第三節 鴻海購併動機 59
第四節 購併歷程 63
第五章 個案分析 70
第一節 個案企業基本資料 70
第二節 個案企業之購併策略分析 72
第三節 個案企業之購併文化差異分析 77
第六章 結論與建議 89
第一節 研究結論 89
第二節 研究限制 95
第三節 後續研究建議 96
參考文獻 97		zh_TW
dc.format.extent 1338809 bytes-
dc.format.mimetype application/pdf-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0104363008en_US
dc.subject (關鍵詞) 鴻海zh_TW
dc.subject (關鍵詞) 夏普zh_TW
dc.subject (關鍵詞) 購併zh_TW
dc.subject (關鍵詞) 併購zh_TW
dc.subject (關鍵詞) 文化zh_TW
dc.subject (關鍵詞) 國家文化zh_TW
dc.subject (關鍵詞) 企業策略zh_TW
dc.subject (關鍵詞) 談判zh_TW
dc.subject (關鍵詞) Hon-Haien_US
dc.subject (關鍵詞) Sharpen_US
dc.subject (關鍵詞) M&Aen_US
dc.subject (關鍵詞) Cultureen_US
dc.subject (關鍵詞) National cultureen_US
dc.subject (關鍵詞) Corporate strategyen_US
dc.subject (關鍵詞) Negotiationen_US
dc.title (題名) 企業策略與國家文化對跨國購併之影響 : 以鴻海購併夏普為例zh_TW
dc.title (題名) The Influence of Corporate Strategy and National Culture on Cross-Border M&Aen_US
dc.type (資料類型) thesisen_US
dc.relation.reference (參考文獻) 中文文獻
中田行彥（2016）。鴻海為什麼贏得夏普（林佑純、奈勻、洪淳瀅與程永佳譯）。台灣：商業周刊。
日本經濟新聞社（2016）。夏普崩壞: 是誰搞垮了名門企業?（劉滌昭、許明煌譯）。春天出版國際。
王克萍（2004）。企業跨國購併策略之研究-以電子零組件通路商為例。臺灣大學國際企業學研究所。
王毓雯（2012）。當武士遇上狐狸。商業周刊，1294，頁 58-66。
王毓雯（2016）。郭董為何苦追錢坑夏普。商業周刊，1477，頁 98-100。
伍忠賢（2013）。企業購併: 理論與實務。新陸出版。
吳和懋（2016）。黑盒子、傀儡社長⋯⋯夏普竟是被自己人鬥垮。商業周刊，1477，頁 102-105。
宋煥鑫（2012）。鴻海與夏普結盟的策略研究。臺灣大學企業管理碩士專班。
杉本Ryuko（2014）。《東洋經濟週刊》獨家授權 還原三小時專訪 不再忍 郭台銘自爆鴻夏戀始末。今周刊，913，頁 62-66。
李秉穎（2011）。探討鴻海全球空間資源佈局的軌跡。清華大學科技管理研究所。
李春南（2000）。電信產業購併策略之研究。國立政治大學經營管理碩士學程(EMBA)。
邱冠斌、邱冠燿、陳金花 （2012）。 能源光電LED產業政策與競爭策略之研究[A Study of the Industrial Policy and Competitive Strategies of Taiwan`s LED Industry]。中華行政學報（10），頁 173-199。
施振榮（1996）。再造宏碁: 開創、成長與挑戰。台灣：天下文化出版股份有限公司。
張殿文（2005）。虎與狐。台灣：天下文化。
陳良榕、黃亦筠、嚴珮華（2016）。霸氣總裁　如何苦追沒落貴族？。天下雜誌，592，頁 100-107。
陳芃婷（2003）。鴻海企業經營策略之研究。國立交通大學科技管理所。
曾如瑩（2016a）。台日製造黃金交叉。商業周刊，1482，頁 85-93。
曾如瑩（2016b）。狐狸戰爭。商業周刊，1477，頁 88-97。
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