| Summary: | 碩士 === 國立臺北科技大學 === 管理學院經營管理EMBA專班 === 101 === After Taiwan was admitted to WTO, the financial market opened up. For Taiwanese financial institutions to be competitive, they would have to expand to larger sizes. Therefore the government began to consider launching “The Second Financial Transformation Plan”. The first one was put forth in 2004
In “The First Financial Transformation Plan”, Taiwan Business Bank aimed to achieve a policy called “258”. In response to the policy, TBB forged a restructuring scheme. In the second one, TBB was targeted to be merged by another bank. Its labor union reacted with a strike that was the first strike ever happened in the country’s financial history. The consequence of the strike was the cessation of the Second Plan.
Eight years on, the discussion of merger & acquisition are rekindled again. It is a propitious time to re-examine the considerations of the environment, the government, the management, and the labor of that time. This study tries to scrutinize from the perspective of shareholders the various aspects and major factors involved in merger & acquisition. The following issues are worth inspecting infuture merger & acquisition cases.
1. What motives the merger & acquisition of TBB.
2. The analysis on the causes of failure in the TBB case.
3. The analysis on the causes of the resistance of the employers, and from the perspective of higher management, the responses to the resistance.
4. The discussion on the legality of a strike, from the perspective of the fundamental rights to employers.
5. The responses of the strike, from the perspective of the higher management.
6. The inspection of confrontations and solutions in TBB’s case, from the perspective of the higher management.
7. Problems involved in the representatives.
8. The discussion on the role played by the representatives of the government shareholders.
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