The Impact of Cross-Border M & A Corporate Cultural Conflicts on Job Satisfaction, Morale and Intention to Stay- the Moderating Effect of Human Resource Management Practices and Leadership Style.

• Main Authors: CHENG, SHIH-CHING, 鄭世青
• Other Authors: 陳惠芳
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/k9du38

碩士 === 東吳大學 === 國際經營與貿易學系 === 102 === The cross-border merger and acquisition (M&A) is an important trend in modern international businesses. Since the employees are the most important asset of an organization, how to create a better working environment to retain good employees and help the organization stabilize human resources are important tasks for international businesses engaged in cross-border M&As. This study investigated the impact of the cross-border M & A corporate culture conflict on job satisfaction, work morale and intention to stay. Moreover the study discussed the interference effects of human resource management practices and leadership style on the above relationships. Through in-depth interviews, the research results found that the cross- border M & A of corporate cultural conflicts between the acquiring company and acquired company have negative impacts on job satisfaction, work morale, and intention to stay respectively. However, if the acquiring company implemented some human resource practices, these practices would individually weaken the negative impacts of corporate culture conflict on job satisfaction, work morale and intention to stay. Moreover, if the acquiring company’s leader presented a type of transactional leadership, it would also weaken the negative impacts of corporate culture conflict on job satisfaction, morale and intention to stay.