| dc.contributor.advisor | 于卓民 | zh_TW |
| dc.contributor.author (Authors) | 徐碩甫 | zh_TW |
| dc.creator (作者) | 徐碩甫 | zh_TW |
| dc.date (日期) | 2010 | en_US |
| dc.date.accessioned | 29-Sep-2011 16:31:40 (UTC+8) | - |
| dc.date.available | 29-Sep-2011 16:31:40 (UTC+8) | - |
| dc.date.issued (上傳時間) | 29-Sep-2011 16:31:40 (UTC+8) | - |
| dc.identifier (Other Identifiers) | G0098355023 | en_US |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/50739 | - |
| 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 | zh_TW |
| dc.description (描述) | 98355023 | zh_TW |
| dc.description (描述) | 99 | zh_TW |
| dc.description.abstract (摘要) | 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。 | zh_TW |
| dc.description.abstract (摘要) | 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. | en_US |
| dc.description.tableofcontents | 謝辭 I摘要 IIIAbstract IV目 錄 V圖目錄 VII表目錄 VIII第一章 緒論 1第一節 研究背景與動機 1第二節 研究問題與目的 3第三節 研究程序 4第四節 論文結構 6第二章 文獻探討 7第一節 購併的定義與型態 7第二節 購併後整合 9第三節 購併後產品研發與業務之整合與管理 12第四節 購併後人力資源之整合與管理 15第五節 購併後企業文化之整合與管理 19第六節 過去重要的購併整合實務案例 22第七節 購併後整合之關鍵要素與流程 32第八節 購併後整合與管理之一般性架構 37第三章 研究架構與方法 44第一節 研究架構 44第二節 研究方法 45第三節 訪談大綱 50第四章 A科技股份有限公司之購併後整合與管理 54第一節 A公司 54第二節 A公司購併後整合運作方式（2010年9月以前） 58第三節 A公司收購案例公司之介紹 59第四節 A公司購併後整合—管理收購個案公司之分析 67第五章 A公司購併後整合與管理之轉變 82第一節 A公司購併後整合與管理之調整 82第二節 X科技股份有限公司 84第三節 修正式購併後整合與管理之架構 95第六章 結論與建議 100第一節 研究結論 100第二節 實務意涵 103第三節 研究限制與後續研究之建議 105參考文獻 107 | zh_TW |
| dc.language.iso | en_US | - |
| dc.source.uri (資料來源) | http://thesis.lib.nccu.edu.tw/record/#G0098355023 | en_US |
| dc.subject (關鍵詞) | 購併 | zh_TW |
| dc.subject (關鍵詞) | 購後整合 | zh_TW |
| dc.subject (關鍵詞) | 併後整合 | zh_TW |
| dc.subject (關鍵詞) | 整合團隊 | zh_TW |
| dc.title (題名) | 購併後整合與管理-以高科技公司為例 | zh_TW |
| dc.type (資料類型) | thesis | en |
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