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題名 人力資源在跨國企業購併扮演的角色─以台灣企業case為例
HR Perspectives for Cross-Boarder M&As in Taiwan---Case studies on three Taiwanese corporations
作者 歐學迪
貢獻者 冷則剛
歐學迪
關鍵詞 人力資源
跨國企業
購併
日期 2006
上傳時間 14-Sep-2009 09:53:05 (UTC+8)
摘要 人力資源在跨國企業購併扮演的角色─以台灣企業case為例
Cross-boarder mergers and acquisitions (M&As)1 have become critical business model strategically implemented for Taiwan companies to achieve sustainable competitive advantages. This report is to utilize three Taiwan M&A cases2, merging oversea MNCs or acquired by overseas MNCs, to address HR perspectives in cross-boarder M&As. The author tries to provide a strategic frame work, pinpointing critical absolutes matching with three different M&A stages-early due diligence, middle integration, and late synergy processes. Through empirical research, case studies, quantitative survey and interviews to HR professionals, author concludes HR plays critical role in each stage suiting for various outcomes. For instance, in the early due diligence stage, HR should focus on reviewing culture conflict, talent resources and management style mapping to avoid only looking at financial returns but neglecting the fitting of the human capital. In the middle integration stage, aligning new company vision and strategy with HR strategy and offering the articulated communication scheme are crucial to gain commitment across the board and whole employees. In the late synergy process, shaping new company culture through HR scorecards such as recruiting, developing, appraising, rewarding and engaging is a must for changing company value system and employees behaviors to achieve the integrative synergy of the M&As.
LIST OF TABLES………………………………………………………………………vi
     LIST OF GRAPHS……………………………………………………………………..vii
     CHAPTERS
     1. INTRODUCTION……………………………………………………………...1
     1.1 Research Motive…………………………………………………………..2
     1.2 Research Purpose…………………………………………………………2
     1.3 Thesis Structure…………………………………………………………...2
     2. LITERATURE REVIEW AND ANALYTICAL FRAMEWORK……………..4
     2.1 M&A Time Line…………………………………………………………..4
     2.2. M&A Human Resources Management…………………………………...5
     2.3 The Uniqueness of the Analytical Framework…………………………...11
     3. RESEARCH METHODOLOGY……………………………………………...12
     3.1 Hypothesis………………………………………………………………..12
     3.2 Case Introduction………………………………………………………...12
     3.3 Data Analysis…………………………………………………………….13
     4. BENQ VS. SIMENS CASE…………………………………………………..15
     Background………………………………………………………………….15
     Discussion and Conclusion………………………………………………… 17
     5. UNI-PRESIDENT VS. PEPSI CASE...............................................................19
     Background………………………………………………………………….19
     Discussion and Conclusion………………………………………………….27
     6. TATUNG VS. OTIS CASE…………………………………………………...29
     Background………………………………………………………………….29
     Discussion and Conclusion………………………………………………….38
     7. SURVEY ANALYSIS AND DISCUSSION………………………………….44
     7.1 Sampling Profile………………………………………………………...44
     7.2 Survey Analysis…………………………………………………………44
     8. CONCLUSION AND SUGGESTIONS……………………………………...56
     8.1 Survey Findings…………………………………………………………56
     8.2 Research Conclusion…………………………………………………….61
     
     APPENDICES
     SURVEY NOTES………………………………………………………………...64
     INTERVIEW NOTES…………………………………………………………….68
     FOOTNOTES…………………………………………………………………….75
     REFERENCES…………………………………………………………………………78 CHINESE PART……………………………………………………………..78
     ENGLISH PART……………………………………………………………..78
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     List of Tables
     Table 2-1: Milestones of M&As…………………………………………………………4
     Table 2-2: HR Due Diligence: Data Collection and Analysis…………………………...6
     Table 2-3: On-Site Review………………………………………………………………7
     Table 4-1: HR Due Diligence process in Tatung Otis………………………………….18
     Table 5-1: Traditional Chinese versus western Business practices…………………….20
     Table 6-1: Company performance from 2003-2007………………………………….. 38
     Table 6-2: Employee productivity from 2003-2007……………………………………38
     Table 6-3: Headcount Summary (04/2006)…………………………………………….39
     Table 6-4: Employee Education Analysis……………………………………………...39
     Table 6-5: Employee Age Analysis…………………………………………………….40
     Table 6-6: Employee Seniority Analysis……………………………………………….40
     Table 6-7: Leadership Development Review Summary………………………………..41
     Table 8-1: summary of the survey……………………………………………………...56
     Table 8-2: The top 10 least important HR absolutes…………………………………..58
     Table 8-3: The top 10 most important HR absolutes………………………………….59
     Table 8.4: Connection between key HR issues or drivers with survey in each stage…60
     Table 8.5: Case Summary……………………………………………………………..62
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     List of Graphs
     Graph 5-2: Strategic Business Conglomerates in the Uni-President Group…………21
     Graph 5-3: Alliance business partners ‘examples……………………………………21
     Graph 5-4: Pepsi’ Competitive Advantages………………………………………….23
     Graph 6-1: Leveraging people assets………………………………………………...31
     Graph 6-2: Reversing HR role………………………………………………………….…31
參考文獻 Chinese Part:
Chen, Yen-Ru (1988), “購併企業人的資源的考慮.”天下雜誌, 133:81-83.
Huang, Chu-Yu (1996), “企業購併對人力資源管理影響之研究:被購併公司之個案探討”, 國立中央大學企業管理研究所碩士論文.
Huang, Cha-Chi (2001), “企業購併人力資源管理的思維”, 勞資關係系月刊, 19(10):36-42.
Lin, Wenjeng (2006), “人力資源管理在企業購併之功能與角色-以一家製藥公司為例.” Retrieved from http://www.ncu.edu.tw/
Lee, ST, and WY Chang (2006), “明基一場350億元的併購教訓 李焜耀認錯” http://tw.news.yahoo.com/marticle/url/
Lee, Cheng Chung (1998), “企業購併組織機制之個案研究-以神通電腦集團為例.” 私立中原大學碩士論文.
Shen, Yi-Ling (2004), “購併對員工組織承諾與工作績效影響之研究.” 國立中山大學人力資源管理研究所碩士論文
Yang, Lih-Shing (2004), “從人力資源管理觀點看跨國購併管理-以台灣與日本TFT-LCD個案公司為例.” 國立中山大學人力資源管理研究所碩士論文
Wei, Ten-Jau (1992), “企業購倂的十大迷失 “ 世界經理文摘, 42-51.
English Part:
Aguilera, Ruth V. and John C. Dencker (2004),“The role of human resource management in cross-border mergers and acquisitions.” Int. J. of Human Resource Management.
Bunono, A.F., & Bowditch, J. L. (1989), The human side of mergers and acquisitions. San Francisco: Jossey-Bass.
Burns, J. Barry (1989), “How to make mergers and acquisition work.”Massachusetts CPA Review, 15-33.
Berger, S and Dore.R.(eds) (1996), National Diversity and Global Capitalism.Ithaca. NY: Cornell University Press.
Casper, S. and Hanck’e, R. (1999), “Global quality norms within national production regimes: ISO 9000 standards in the French and German car industries.” Organization Studies. 20:961-85.
Chen, Ming-Jer (2001), “Family Business, Business Families.“Inside Chinese Business: A Guide for Managers Worldwide, (Ch.2).
Copeland, T., Koller, T.& Murrain, J. (1994), Mergers, acquisitions, and joint ventures, measuring and managing the value of companies. Mckinley and Company, Inc., 408-445.
Charan, Ram. “The Workforce Scorecard-Managing Human Capital to Execute Strategy”. Minutes 60, No. 236.
Davy, J. A., Kinicki, A., Kilory J., and Scheek, C.(1988), “After the merger: Dealing with people’s uncertainty.” Training and Development Journal, 42(11), 57-61.
Henderson, A.R. (1989), “Business scale and acquisition: post-acquisition integration.” C-magazining, April, 13-15.
Hofstede, Geert (2005), Cultures and Organizations, Software of the Mind (2nd, revised edition).
Hubbard (1999), Acquisition strategy and implementation. Macmillan Press LTD.
Hollingsworth, J. and Boyer R. (eds) (1997). Cotemporary Capitalism: The embedded ness of Institutions. Cambridge University Press.
Huang, Ing-Chung, Tung, Kuan-Yeh Tung, Chen, Shu-Ling and Shi, Chih-Ting(2002), “Human Resources Management Practices and Organizational Commitment under Mergers and Acquisitions: Corporate Culture as a Moderator.” Human Resources Management Journal, 2(3), 51-64.
Manuel, London (1990), Change agents: New roles and innovation strategies for human resources professionals. San Francisco: Jossey-Bass Publishers.
Morosoni, P (1998), Managing cultural differences. Pergamon Press.
Nahavandi, A. & Malekzadeh, A.R.(1988). “Acculturation in mergers and acquisitions.” Academy of Management Review, 13(1), 79-90.
Pomeroy, Ann (2005), “A Fitting Role.” HR Magazine, June, 50, 6.
Reynald, Lloyd "G. and Stanley H. Masters, Colletta H. Moser. Labor Economics & Labor Relations, 10th edition. Prentice Hall.
Soderberg, Anne-marie and Vara, Eero (2004),“Merging Across Boarders-People, Culture and Politics.“ Journal of International Business Studies.
Stahl, G. K. and Sitkin S. B. (2004), “Trust in mergers and acquisitions.” Retrieved on Feburary 4th, 2004 from http://faculty.fuqua.duke.edu/
Soy, Susan K. (1997), The Case Study as a Research Method. Unpublished paper, University of Texas at Austin.
Winning, Ethan A (2005) “HR’s role in Mergers and Acquisitions.” from http://www.ewin.com/articles/manda.htm
Weston, J.F., K.S.Chung & Hong S.E. (1990), Mergers, restructuring and corporate control. Prentice-Hall, 425-437.
Whitley, R. and Kristensen, P. (eds) (1997), Governance at Work: The Social Regulation of Economic Relations. Oxford: Oxford University Press.
Welch, Jack and Suzy Welch (2005), Winning. Harper Business.
描述 碩士
國立政治大學
國際經營管理碩士班(IMBA)
92933003
95
資料來源 http://thesis.lib.nccu.edu.tw/record/#G0929330031
資料類型 thesis
dc.contributor.advisor 冷則剛zh_TW
dc.contributor.author (Authors) 歐學迪zh_TW
dc.creator (作者) 歐學迪zh_TW
dc.date (日期) 2006en_US
dc.date.accessioned 14-Sep-2009 09:53:05 (UTC+8)-
dc.date.available 14-Sep-2009 09:53:05 (UTC+8)-
dc.date.issued (上傳時間) 14-Sep-2009 09:53:05 (UTC+8)-
dc.identifier (Other Identifiers) G0929330031en_US
dc.identifier.uri (URI) https://nccur.lib.nccu.edu.tw/handle/140.119/31374-
dc.description (描述) 碩士zh_TW
dc.description (描述) 國立政治大學zh_TW
dc.description (描述) 國際經營管理碩士班(IMBA)zh_TW
dc.description (描述) 92933003zh_TW
dc.description (描述) 95zh_TW
dc.description.abstract (摘要) 人力資源在跨國企業購併扮演的角色─以台灣企業case為例zh_TW
dc.description.abstract (摘要) Cross-boarder mergers and acquisitions (M&As)1 have become critical business model strategically implemented for Taiwan companies to achieve sustainable competitive advantages. This report is to utilize three Taiwan M&A cases2, merging oversea MNCs or acquired by overseas MNCs, to address HR perspectives in cross-boarder M&As. The author tries to provide a strategic frame work, pinpointing critical absolutes matching with three different M&A stages-early due diligence, middle integration, and late synergy processes. Through empirical research, case studies, quantitative survey and interviews to HR professionals, author concludes HR plays critical role in each stage suiting for various outcomes. For instance, in the early due diligence stage, HR should focus on reviewing culture conflict, talent resources and management style mapping to avoid only looking at financial returns but neglecting the fitting of the human capital. In the middle integration stage, aligning new company vision and strategy with HR strategy and offering the articulated communication scheme are crucial to gain commitment across the board and whole employees. In the late synergy process, shaping new company culture through HR scorecards such as recruiting, developing, appraising, rewarding and engaging is a must for changing company value system and employees behaviors to achieve the integrative synergy of the M&As.en_US
dc.description.abstract (摘要) LIST OF TABLES………………………………………………………………………vi
     LIST OF GRAPHS……………………………………………………………………..vii
     CHAPTERS
     1. INTRODUCTION……………………………………………………………...1
     1.1 Research Motive…………………………………………………………..2
     1.2 Research Purpose…………………………………………………………2
     1.3 Thesis Structure…………………………………………………………...2
     2. LITERATURE REVIEW AND ANALYTICAL FRAMEWORK……………..4
     2.1 M&A Time Line…………………………………………………………..4
     2.2. M&A Human Resources Management…………………………………...5
     2.3 The Uniqueness of the Analytical Framework…………………………...11
     3. RESEARCH METHODOLOGY……………………………………………...12
     3.1 Hypothesis………………………………………………………………..12
     3.2 Case Introduction………………………………………………………...12
     3.3 Data Analysis…………………………………………………………….13
     4. BENQ VS. SIMENS CASE…………………………………………………..15
     Background………………………………………………………………….15
     Discussion and Conclusion………………………………………………… 17
     5. UNI-PRESIDENT VS. PEPSI CASE...............................................................19
     Background………………………………………………………………….19
     Discussion and Conclusion………………………………………………….27
     6. TATUNG VS. OTIS CASE…………………………………………………...29
     Background………………………………………………………………….29
     Discussion and Conclusion………………………………………………….38
     7. SURVEY ANALYSIS AND DISCUSSION………………………………….44
     7.1 Sampling Profile………………………………………………………...44
     7.2 Survey Analysis…………………………………………………………44
     8. CONCLUSION AND SUGGESTIONS……………………………………...56
     8.1 Survey Findings…………………………………………………………56
     8.2 Research Conclusion…………………………………………………….61
     
     APPENDICES
     SURVEY NOTES………………………………………………………………...64
     INTERVIEW NOTES…………………………………………………………….68
     FOOTNOTES…………………………………………………………………….75
     REFERENCES…………………………………………………………………………78 CHINESE PART……………………………………………………………..78
     ENGLISH PART……………………………………………………………..78
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     List of Tables
     Table 2-1: Milestones of M&As…………………………………………………………4
     Table 2-2: HR Due Diligence: Data Collection and Analysis…………………………...6
     Table 2-3: On-Site Review………………………………………………………………7
     Table 4-1: HR Due Diligence process in Tatung Otis………………………………….18
     Table 5-1: Traditional Chinese versus western Business practices…………………….20
     Table 6-1: Company performance from 2003-2007………………………………….. 38
     Table 6-2: Employee productivity from 2003-2007……………………………………38
     Table 6-3: Headcount Summary (04/2006)…………………………………………….39
     Table 6-4: Employee Education Analysis……………………………………………...39
     Table 6-5: Employee Age Analysis…………………………………………………….40
     Table 6-6: Employee Seniority Analysis……………………………………………….40
     Table 6-7: Leadership Development Review Summary………………………………..41
     Table 8-1: summary of the survey……………………………………………………...56
     Table 8-2: The top 10 least important HR absolutes…………………………………..58
     Table 8-3: The top 10 most important HR absolutes………………………………….59
     Table 8.4: Connection between key HR issues or drivers with survey in each stage…60
     Table 8.5: Case Summary……………………………………………………………..62
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     List of Graphs
     Graph 5-2: Strategic Business Conglomerates in the Uni-President Group…………21
     Graph 5-3: Alliance business partners ‘examples……………………………………21
     Graph 5-4: Pepsi’ Competitive Advantages………………………………………….23
     Graph 6-1: Leveraging people assets………………………………………………...31
     Graph 6-2: Reversing HR role………………………………………………………….…31		-
dc.description.tableofcontents LIST OF TABLES………………………………………………………………………vi
     LIST OF GRAPHS……………………………………………………………………..vii
     CHAPTERS
     1. INTRODUCTION……………………………………………………………...1
     1.1 Research Motive…………………………………………………………..2
     1.2 Research Purpose…………………………………………………………2
     1.3 Thesis Structure…………………………………………………………...2
     2. LITERATURE REVIEW AND ANALYTICAL FRAMEWORK……………..4
     2.1 M&A Time Line…………………………………………………………..4
     2.2. M&A Human Resources Management…………………………………...5
     2.3 The Uniqueness of the Analytical Framework…………………………...11
     3. RESEARCH METHODOLOGY……………………………………………...12
     3.1 Hypothesis………………………………………………………………..12
     3.2 Case Introduction………………………………………………………...12
     3.3 Data Analysis…………………………………………………………….13
     4. BENQ VS. SIMENS CASE…………………………………………………..15
     Background………………………………………………………………….15
     Discussion and Conclusion………………………………………………… 17
     5. UNI-PRESIDENT VS. PEPSI CASE...............................................................19
     Background………………………………………………………………….19
     Discussion and Conclusion………………………………………………….27
     6. TATUNG VS. OTIS CASE…………………………………………………...29
     Background………………………………………………………………….29
     Discussion and Conclusion………………………………………………….38
     7. SURVEY ANALYSIS AND DISCUSSION………………………………….44
     7.1 Sampling Profile………………………………………………………...44
     7.2 Survey Analysis…………………………………………………………44
     8. CONCLUSION AND SUGGESTIONS……………………………………...56
     8.1 Survey Findings…………………………………………………………56
     8.2 Research Conclusion…………………………………………………….61
     
     APPENDICES
      SURVEY NOTES………………………………………………………………...64
      INTERVIEW NOTES…………………………………………………………….68
      FOOTNOTES…………………………………………………………………….75
     REFERENCES…………………………………………………………………………78 CHINESE PART……………………………………………………………..78
      ENGLISH PART……………………………………………………………..78
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     List of Tables
     Table 2-1: Milestones of M&As…………………………………………………………4
     Table 2-2: HR Due Diligence: Data Collection and Analysis…………………………...6
     Table 2-3: On-Site Review………………………………………………………………7
     Table 4-1: HR Due Diligence process in Tatung Otis………………………………….18
     Table 5-1: Traditional Chinese versus western Business practices…………………….20
     Table 6-1: Company performance from 2003-2007………………………………….. 38
     Table 6-2: Employee productivity from 2003-2007……………………………………38
     Table 6-3: Headcount Summary (04/2006)…………………………………………….39
     Table 6-4: Employee Education Analysis……………………………………………...39
     Table 6-5: Employee Age Analysis…………………………………………………….40
     Table 6-6: Employee Seniority Analysis……………………………………………….40
     Table 6-7: Leadership Development Review Summary………………………………..41
     Table 8-1: summary of the survey……………………………………………………...56
     Table 8-2: The top 10 least important HR absolutes…………………………………..58
     Table 8-3: The top 10 most important HR absolutes………………………………….59
     Table 8.4: Connection between key HR issues or drivers with survey in each stage…60
     Table 8.5: Case Summary……………………………………………………………..62
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     
     List of Graphs
     Graph 5-2: Strategic Business Conglomerates in the Uni-President Group…………21
     Graph 5-3: Alliance business partners ‘examples……………………………………21
     Graph 5-4: Pepsi’ Competitive Advantages………………………………………….23
     Graph 6-1: Leveraging people assets………………………………………………...31
     Graph 6-2: Reversing HR role………………………………………………………….…31		zh_TW
dc.language.iso en_US-
dc.source.uri (資料來源) http://thesis.lib.nccu.edu.tw/record/#G0929330031en_US
dc.subject (關鍵詞) 人力資源zh_TW
dc.subject (關鍵詞) 跨國企業zh_TW
dc.subject (關鍵詞) 購併zh_TW
dc.title (題名) 人力資源在跨國企業購併扮演的角色─以台灣企業case為例zh_TW
dc.title (題名) HR Perspectives for Cross-Boarder M&As in Taiwan---Case studies on three Taiwanese corporationsen_US
dc.type (資料類型) thesisen
dc.relation.reference (參考文獻) Chinese Part:zh_TW
dc.relation.reference (參考文獻) Chen, Yen-Ru (1988), “購併企業人的資源的考慮.”天下雜誌, 133:81-83.zh_TW
dc.relation.reference (參考文獻) Huang, Chu-Yu (1996), “企業購併對人力資源管理影響之研究:被購併公司之個案探討”, 國立中央大學企業管理研究所碩士論文.zh_TW
dc.relation.reference (參考文獻) Huang, Cha-Chi (2001), “企業購併人力資源管理的思維”, 勞資關係系月刊, 19(10):36-42.zh_TW
dc.relation.reference (參考文獻) Lin, Wenjeng (2006), “人力資源管理在企業購併之功能與角色-以一家製藥公司為例.” Retrieved from http://www.ncu.edu.tw/zh_TW
dc.relation.reference (參考文獻) Lee, ST, and WY Chang (2006), “明基一場350億元的併購教訓 李焜耀認錯” http://tw.news.yahoo.com/marticle/url/zh_TW
dc.relation.reference (參考文獻) Lee, Cheng Chung (1998), “企業購併組織機制之個案研究-以神通電腦集團為例.” 私立中原大學碩士論文.zh_TW
dc.relation.reference (參考文獻) Shen, Yi-Ling (2004), “購併對員工組織承諾與工作績效影響之研究.” 國立中山大學人力資源管理研究所碩士論文zh_TW
dc.relation.reference (參考文獻) Yang, Lih-Shing (2004), “從人力資源管理觀點看跨國購併管理-以台灣與日本TFT-LCD個案公司為例.” 國立中山大學人力資源管理研究所碩士論文zh_TW
dc.relation.reference (參考文獻) Wei, Ten-Jau (1992), “企業購倂的十大迷失 “ 世界經理文摘, 42-51.zh_TW
dc.relation.reference (參考文獻) English Part:zh_TW
dc.relation.reference (參考文獻) Aguilera, Ruth V. and John C. Dencker (2004),“The role of human resource management in cross-border mergers and acquisitions.” Int. J. of Human Resource Management.zh_TW
dc.relation.reference (參考文獻) Bunono, A.F., & Bowditch, J. L. (1989), The human side of mergers and acquisitions. San Francisco: Jossey-Bass.zh_TW
dc.relation.reference (參考文獻) Burns, J. Barry (1989), “How to make mergers and acquisition work.”Massachusetts CPA Review, 15-33.zh_TW
dc.relation.reference (參考文獻) Berger, S and Dore.R.(eds) (1996), National Diversity and Global Capitalism.Ithaca. NY: Cornell University Press.zh_TW
dc.relation.reference (參考文獻) Casper, S. and Hanck’e, R. (1999), “Global quality norms within national production regimes: ISO 9000 standards in the French and German car industries.” Organization Studies. 20:961-85.zh_TW
dc.relation.reference (參考文獻) Chen, Ming-Jer (2001), “Family Business, Business Families.“Inside Chinese Business: A Guide for Managers Worldwide, (Ch.2).zh_TW
dc.relation.reference (參考文獻) Copeland, T., Koller, T.& Murrain, J. (1994), Mergers, acquisitions, and joint ventures, measuring and managing the value of companies. Mckinley and Company, Inc., 408-445.zh_TW
dc.relation.reference (參考文獻) Charan, Ram. “The Workforce Scorecard-Managing Human Capital to Execute Strategy”. Minutes 60, No. 236.zh_TW
dc.relation.reference (參考文獻) Davy, J. A., Kinicki, A., Kilory J., and Scheek, C.(1988), “After the merger: Dealing with people’s uncertainty.” Training and Development Journal, 42(11), 57-61.zh_TW
dc.relation.reference (參考文獻) Henderson, A.R. (1989), “Business scale and acquisition: post-acquisition integration.” C-magazining, April, 13-15.zh_TW
dc.relation.reference (參考文獻) Hofstede, Geert (2005), Cultures and Organizations, Software of the Mind (2nd, revised edition).zh_TW
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