A Study of the Relationship among Leadership Style, Employee Involvement, Organizational Culture and Organizational Commitment After Merger and Acquisition — A Case Study of A and B Financial Holding Companies

• Main Authors: I-Yii Chang, 張一怡
• Other Authors: Dr.Hung-Hui Li
• Format: Others
• Language: zh-TW
• Published: 2003
• Online Access: http://ndltd.ncl.edu.tw/handle/99406889546395728362

碩士 === 元智大學 === 管理研究所 === 91 === Merger and acquisition has been an important issue in recent years. Past studies have focused more on the parts of the strategy theories than the interaction of organization that has been executed the merger and acquisition strategy. Thus, this study focused on the relationship among leadership style, employee involvement, organizational culture and organizational commitment. Through literature review and case study about A and B financial holding companies, the findings of this study are (1) The relationship of transformational leadership and affective commitment is more significant than that of transactional leadership and affective commitment. (2) When employee involvement join the model, the relationships of transformational leadership, organizational commitment, affective commitment and normative commitment and those of transactional leadership turn to be insignificant, but the relationship of transformational leadership and continuous commitment and that of transactional leadership turn to be significant. (3) There are strong and significant relationships between employee involvement and each commitment. Furthermore, the relationships among reward, which is the sub-variable of employee involvement, and each commitment, are significant. (4) The relationships among organizational culture and organizational commitment, affective commitment and normative commitment are significant. Furthermore, the relationships among interpersonal relationship, which is the sub-variable of organizational culture, and organizational commitment, affective commitment, normative commitment are significant. (5) The interactions of transformational leadership and employee involvement and organizational culture, and those of transactional leadership are insignificant. (6) The results of this study provide the reference and advisements to enterprises.