Research on the Merger and Acquisition Strategy and Organizational Culture Consolidation － a Case Study of Company A Mergers Company B

• Main Authors: Wei-Yi Huang, 黃威翌
• Other Authors: Hsin-Chang Yu
• Format: Others
• Language: zh-TW
• Published: 2018
• Online Access: http://ndltd.ncl.edu.tw/handle/7r2f5w

碩士 === 中原大學 === 企業管理研究所 === 106 === With the expansion of mergers and acquisitions, the study of M&A has become an important topic of interest to many researchers. However, few studies have so far been conducted on related factors such as organizational culture and work attitudes. Therefore, this study focuses specifically on the relationship between M&A strategies and organizational and cultural integration for in-depth discussion. This study explored two machine tool companies-A and B, and interviewed 10 employees who had worked for Company B but remained with Company A after the merger, and a senior executive of Company A who had previously participated in the acquisition activities under study. Based on the contents of the interview and the corroboration of various literature theories, this study reaches the following important conclusions: 1. If the main and the merged company produce the same kind of product, but if the merged company has its unique innovation, the main M&A motivation is usually the pursuit of market strength, if not, the main motivation is usually to acquire a competitor. 2. If the employees of the joint company feel the differences in organizational culture, the cultural conflicts after the merger may be serious. The main company may choose to incorporate the personnel, equipment, technology and system of the incorporated company in the form of a business unit. 3. If the M&A strategy is to acquire a competitor, then the effect will be larger on the incorporated company. If the strategy is to pursue market strength, the result usually appears in both companies. 4. The following two correlations exist during the merger: a. Employee’s perception of cultural differences→cultural impact→cultural integration measures. b. The relevance of M&A strategy→cultural integration measures→ M&A effectiveness. The conclusions of this study can be used as an important reference for senior executives in the planning and strategizing of M&A activities as well as the assessment of related cultural impacts and the adoption of cultural integration measures.