Factors Analysis of the M&A failure - An Example of Taiwan Main board Industry
碩士 === 國立臺灣科技大學 === 管理學院MBA === 96 === The purpose of this study is to look for a continuing operating company which experienced unsuccessful Mergers & Acquisitions and tried to discussing & analyzing its M&A motives, operation process as and management activities as well.The study tried...
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| Format: | Others |
| Language: | zh-TW |
| Published: |
2008
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| Online Access: | http://ndltd.ncl.edu.tw/handle/81002891310973822195 |
| Summary: | 碩士 === 國立臺灣科技大學 === 管理學院MBA === 96 === The purpose of this study is to look for a continuing operating company which experienced unsuccessful Mergers & Acquisitions and tried to discussing & analyzing its M&A motives, operation process as and management activities as well.The study tried to generalize a conclusion from collecting & analyzing the instances. It is believed the conclusion would benefit or help some managers or administrator by providing a comprehensive but in-depth reference value.
Discovered & findings of this research:
Proposition 1: The driving force of enterprise’s M&A strategy is restrained to the industrial vicissitude strength.
Proposition 2: The acquisition can not build up a real competitive edge in industry (e.g. the so-called large plant among fist tier competitor) if the M&A activity cannot reach in higher status or gain the dominate position in scale competition.
Proposition 3: When implementation of M&A activity， highly cognition difference to the M&A purpose among middle to high managers would result to a failure of M&A activity.
Proposition 4: To pursue the organization growth or transforming by M&A strategy， but never link the M&A strategy to the integration management and post merger audit plan， must cause the ignorance of the necessity of doing organizational adjustment or amendment， then it is difficult to have better acquisition performance.
Propositon 5: The enterprise carries on the organization to transform; it’s not feasible to replace the top leader only. It’s inseparable to the transformation plan， that higher managers and secondary roles have the authority with to carry out the leader’s plan.
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