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    题名: 企業併購後之組織變革探討：以E公司為例
    The Influence of Organization Change after Corporate Mergers and Acquisitions: A Case Study of Company E
    作者: 陳昱龍
    Chen, Yu-Lung
    贡献者: 黃國峯
    郭曉玲
    Huang, Kuo-Feng
    Guo, Xiao-Ling
    陳昱龍
    Chen, Yu-Lung
    关键词: 企業併購
    併購後整合
    組織變革
    變革阻力
    日期: 2023
    上传时间: 2023-07-06 16:54:14 (UTC+8)
    摘要: 企業在面對全球大環境的快速變化，以及內部運作的效率議題時，為了與時俱進，必須時刻做出組織變革，以保持企業競爭力，免於被大環境淘汰的命運。當企業在執行與規劃組織變革時，難免會遇到阻力，該阻力可能來源於既有制度的僵化、成員的不配合等，而此時此刻便是考驗企業管理者的最佳時機，要如何將既有的組織架構、制度以及流程等做適當的改變，並與組織成員達成共識，獲得其支持，以符合組織的長遠目標，皆是相當重要的議題。
    本研究以實際的企業併購案例，探討其併購後之組織變革、變革歷程，以及透過深度訪談組織管理者，得出其對於併購相關事宜、併購後整合、組織變革、降低變革阻力之規劃與看法，再分析各措施背後所象徵的組織管理意涵。
    本研究將聚焦於E公司在併購多家公司後所進行之組織變革探討，該公司集領導層在完成併後整併時，發現面臨營運上的困境，再加上受併公司成員對變革產生迫切需求感，為了讓企業運作更為順暢、有效率，決定發動組織變革，本研究探究其整併受併公司之歷程、變革規劃與歷程、組織架構之變化、成員態度與行為、消除阻力之辦法、企業內部策略規劃與調整，並透過理論框架對其結果進行分析。
    Considering the rapid change of global economic environment and the efficiency of enterprise’s internal operation, enterprises must execute organizational changes, in order to keep pace with the times. By launching organizational changes, enterprises are able to maintain their competitiveness and avoid being eliminated by the environment. When an enterprise is planning and implementing organizational changes, it is inevitable that it will encounter some resistance. The resistance may result from the rigidity of the existing system or the lack of cooperation of members, etc. It is significant for managers to figure out the method of making proper changes to the existing organizational structure, systems, and processes. Also, reaching a consensus with members of the organization and gaining their support is important for completing the long-term goal of the organization.
    Based on the real case, the research discusses the organizational change and changing process after mergers and acquisitions. Through interviews with leaders of the organization, it is possible to obtain the thoughts of them on organizational change, solution of minimizing the resistance on change, then analyze the certain meaning of management.
    The research will focus on the organizational reforms implemented by the Company E after merging and acquiring three companies. After discovering the difficulty of operation, and also the changing desire from members. The leaders of the Company E decided to launch organizational changes in order to make the enterprise run more smoothly and efficiently. The research explores the changes in organizational structure, members’ attitudes and behaviors, internal strategic planning, and adjustment after M&A. Then, analyzing the solutions that are suitable for the Company E to decrease the resistance of changes from organizational members.
    參考文獻: 中文文獻：
    1. 王志誠、李書孝、彭惠筠、黃文昭、李宗哲、許苑 (2020)。企業併購法實戰守則，4月30日，(二版)。
    2. 林婷玲 (2000)。銀行業國際化併購整合性觀念模式之探討，中華管理評論第3卷第3期，10月，頁29～52。
    3. 許士軍 (1997)。《管理學》，東華書局，台北。
    4. 許長田 (2002)。《企業重整： 經營新局活化策略》，書泉出版社，台北。
    5. 孫進發 (2004)。員工對組織變革認知、轉業訓練、組織承諾與工作滿足關係之研究:以台糖公司為例，私立長榮大學經營管理研究所論文。
    6. 楊仁壽 (2005)。《組織理論與管理：理論與個案》，(四版)。
    7. 陳義勝 (1984)。《組織行為》，華泰出版社，台北。
    8. 羅家順 (2020)。企業併購之組織變革個案研究，國立交通大管理學院高階主管管理碩士學程論文。
    9. 袁方編 (2002)。《社會研究方法》，五南出版社，台北。
    10. 黃光玉、 劉念夏、陳清文譯 (2002)。《媒介與傳播研究方法：質化與量化研究途徑》，臺北。

    英文文獻：
    1. Vasudevan Ramanujam, P. Varadarajan (1989). Research on corporate diversification: A synthesis.
    2. Mandelker, G. N. (1974). Risk and Return: The Case of Merging Firms. Journal of Financial Economics, Vol. 1.
    3. P. Dodd (1980). Merger proposals, management discretion and stockholder wealth.
    4. Kitching, J. (1967), “Why Do Mergers Miscarry?,” Harvard Business Review, Nov-Dec, pp.84-85.
    5. John, R. (2000). Synergies in mergers and acquisitions: theoretical perspectives and empirical evidence.
    6. Bogan C. & Symmers, K. (2001).“Marriages made in heaven?”, Pharmaceutical Executive, vol.21, iss.1, pp.52-60.
    7. Singh & Montgomery (1987). Corporate acquisition strategies and economic performance.
    8. Seth, A. (1990). Value creation in acquisitions: A re‐examination of performance issues. Strategic Management Journal, 11(2), 99-115.
    9. Brunsman, B., Sanderson, S. & Voorde, M. V. D. (1998). How to achieve value behind the deal during merger integration, Oil & Gas Journal, vol.96, iss.37, pp.21-28.
    10. Ashkenas & Francis (2000). Integration managers: special leaders for special times. Harv Bus Rev. 2000 Nov-Dec;78(6):108-16.
    11. Cummings & Worley (1997). Organization development and change (6th ed.)
    12. Carnall, C. A. (1986). Managing Change in Organizations. Routledge.
    13. Stephen P.Robbins, Timothy A.Judge, Organizational Behavior(組織行為學)，黃家齊等譯，華泰文化，2018
    14. Leavitt, H. J. (1976). Applied Organizational Change in Industry. J.G March Eds Handbook of Organization. Rand McNally and Company. Chicago, Illinois.
    15. Lewin, K. (1947). Frontiers in Group Dynamics. Concept, Method and Reality in Social Science; Social Equilibria and Social Change.
    16. Lewin, K. (1951). Field Theory in Social Science. New York: Harper & Brothers.
    17. Kotter, J. P., & Schlesinger, L. A. (1979). Choosing strategies for change. Harvard Business Review, 57, 106-114.
    描述: 碩士
    國立政治大學
    企業管理研究所(MBA學位學程)
    110363027
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0110363027
    数据类型: thesis
    显示于类别:[企業管理研究所（MBA學位學程）] 學位論文

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