Employing Lewin organizational change theory to analyze value creation in acquisitions

• Main Authors: Hsin-Yi Lai, 賴新益
• Other Authors: Stacy Shyu
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/11267683687763463433

碩士 === 國立高雄第一科技大學 === 企業管理研究所 === 97 === M&A activity for the company''s organizational realignment and transformation with positive results.It can contribute to economies of scale、reduce costs、play an operational efficiency、enhance international competitiveness. This study focused on enhancing the value of post-merger. Because after enterprise M&A due to too many organizations or superfluous personnel have been unable to meet the basic objectives pursued by the organization.When the organizations of the impact of the external environment and meet the needs of the internal environment.It must be adjusted internal organizational structure in order to maintain both balance and stability, and moderate changes in the organizational structure, to the light of internal and external environment in order to strike a long-term development and live of enterprises. In this study use case study method to collect the relevant secondary information and in-depth interviews . The case company had completed a successful merger in intense competition TFT-LCD industry. We will draw success stories in-depth analysis of its success factors and the acquisition process.Due to a complete merger, it should be planning three period for the merger including before,during and after ,and combination of organizational change theory of Lewin proper planning (unfreezing), execution (changing) and synergy (refreeze). It will be able to speed up the post-merger culture integration. And a merger case, the success of the enterprise value can be measured, as the case company in the process of M&A to make good use of the model of organizational change to enhance the enterprise value can be used as a reference indicator of future M&A and learning object.