| Summary: | 碩士 === 國立中山大學 === 企業管理研究所 === 84 === This research studies the organizational change processes
of corporations'' initial public offerings in Taiwan. Twenty
public companies, underwriters, and accounting firms are
interviewed analyze the impact of the IPO process on firms''
organizational behavior. Four stages, exploring, preparing,
applying, and listing, are identifies for a corporation
to successfully complete an IPO process. In each stage,
core issues, key tasks, organizational phenomena, and
organizational strategy are observed and analyzed. This study
also tries to comprehend organizational change processes
through a dynamic perspective. Twelve organizational
dimensions: external environment, strategy,
leadership, organizational culture, structure, management
practices, systems, climate, task and individual skills,
motivation, individual needs and values, and individual and
organizational performance are used as a study framework to
observe and analyze a firm''s IPO process. Four ideal-type of
organizational change processes, life cycle, dialectic,
teleology, evolution are also identified as organizational
change motors. Comparing pre-IPO, an after-IPO firm
has six difference: increasing capital raising capability,
increasing formalization of management practices, shift in
organization growth pattern, changing leadership styles,
increasing morale, and decreasing management flexibility. In
addition, interviewed public companies believe that going
public improving a firm''s management ability, although with
higher management pressure. This is due to the
regulations, pressure from the general investors, and
more difficult to ac hieve a capital expansion.
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