The Acquisition of Art Cultural Industries by Technological Industries:A Case Study in Taiwan

• Main Authors: Harold Low, 劉漢良
• Other Authors: Lin, Bou-Wen
• Format: Others
• Language: zh-TW
• Published: 2009
• Online Access: http://ndltd.ncl.edu.tw/handle/23892528889854817152

碩士 === 國立清華大學 === 高階經營管理碩士在職專班 === 97 === Based on statistics compiled by Yuanta Securities, there has been a total number of 763 corporate mergers & acquisitions in Taiwan from year 2002 to 2006, accumulating a total amount around NT342 billion. Therefore, in the foreseeable future, Taiwan’s economy will enter into an era of corporate transformation, and mergers & acquisitions is a natural consequence of that transformation. Many factors influence the decision for companies to merge, most of which involve companies within the same industry sector. However, there have been very few attempts for conglomerate mergers in Taiwan’s corporate history. As such, this paper attempts to use the case study of a conglomerate merger between technology and art cultural sector, and investigate whether the interactions, conflicts and stimulus that occur during the integration process can produce a repeatable model similar to that of a standard merger within the same industry. Since the subject of the case study is still on-going, many synergies are yet to be realized. Management from the acquiring company is still in process of discovery and adjustment. Therefore, the synergistic effects of the first conglomerate merger case in Taiwan cannot be documented at this moment. However, the interaction and conflict that occur among the people during the preparation and actual merger stage can act as benchmark for future conglomerate merger considerations. It is desired that this study continue in time for follow-on investigation and analysis (such as financial performance, cultural integration and organizational efficiency), the reference value of this study will be more complete. Also, the interviews carried out in this case study focused on senior management, therefore it is limited in both number and level. Interviews with middle management and first line employees were supplementary. If the study can be extended to customers from both companies, the reference value of this study can be further enhanced.