The Case Study of Organizational Innovation and Performance of Corporate Mergers and Acquisitions

• Main Authors: Shu-Chun Chen, 陳淑君
• Other Authors: 陳明惠
• Format: Others
• Language: zh-TW
• Published: 2013
• Online Access: http://ndltd.ncl.edu.tw/handle/95287818906222605825

碩士 === 國立中興大學 === 高階經理人碩士在職專班 === 101 === Expanding business footprints and integrating resources with continuous merger to respond global competition, science and technology industry is one of popular industries in the recent merge waves in Taiwan. One of the industrial characteristics is to highly value organizational innovation and performance. Therefore, the differences between organizational culture, employee’s attitude and organizational performance for buying and selling party after enterprise merger is worthy of concern and discussion. Generally speaking, there’re many factors that promote innovations in an organization, such as atmosphere of innovation encouragement and promotion of organizational learning capacity, etc. This research on the basis of four major core dimensions for organizational innovation proposed by Tushman and O’Reilly, such as key task, personnel, official organization and culture developed a diagnosis mode for organizational innovation to study key factors for the influence of each core dimension on organizational innovation and performance. This research adopted case study method and qualitative study orientation to analyze according to interview of high rank supervisors of T Company and collection of secondary data for the following significant conclusions: 1. Organizational innovation has positive impact relationship on organizational performance; whatever management innovation and technological innovation have significant positive impact on organizational performance. 2. The core team focuses on the establishment of company strategic direction after enterprise merger and acquisition, and cooperates with project task team to execute the tasks. 3. Those that have personal characteristics of curiosity and empathy as well as various team works are helpful for organizational innovation. 4. The foundation of organizational innovation is to effectively manage culture. 5. Having courage to challenge, trust and free culture are helpful for organizational innovation.