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    Please use this identifier to cite or link to this item: https://nccur.lib.nccu.edu.tw/handle/140.119/122261


    Title: 跨國併購後整合與管理之研究-以中國美的集團跨國併購案為例
    International Post-merger Integration and Management-The Case of Cross-Border M&A of China Midea Group
    Authors: 李明娟
    Lee, Ming-Chuan
    Contributors: 黃國峯
    李明娟
    Lee, Ming-Chuan
    Keywords: 併購
    Date: 2018
    Issue Date: 2019-02-12 15:42:30 (UTC+8)
    Abstract: 面對全球化，資訊科技變化迅速及產品生命週期縮短的市場挑戰下，企業為追求持續增長及強化競爭力，合併與併購已經成為企業擴張的重要策略。在國際統計數字顯示，併購的失敗率高達70%，此顯示併購並非只是兩間企業之間股權或資產的買賣，若要達到原本併購策略中的綜效，併購前的評估規劃及併購後整合成功與否至為重要。尤其在跨國併購的個案中，因涉及不同的國家文化及法規制度，不同的企業文化及價值觀，加上語言的隔閡，更增加併購後整合的困難與挑戰。
    本研究中的中國美的集團，就是在產業激烈的競爭中積極尋求轉型，努力想從過去以代工為主轉向推動在全球市場以自有品牌競爭。藉由一連串國際併購的策略，取得關鍵核心技術、銷售通路，品牌及人才，希望藉此強化集團的品牌力及核心競爭力，並開拓集團短期營收擴張及中長期持續成長的第二跑道。本研究分別舉出中國美的集團，於2016年至2017年完成的三項跨國併購，德國庫卡集團、義大利Clivet及東芝家電公司的個案，結合學術理論分析其在併購後整合的所面臨的問題及因應對策。最後，本研究結論將根據分析資料，提出相關調整建議，以期能為台灣企業在未來進行跨國併購及併購後整合規劃時的參考。
    In the face of globalization, the market is facing the challenges of rapid changes in information technology and shortened product life cycle. To pursue sustainable growth and strengthen competitiveness, merger and acquisition (M&A) has become an important strategy for corporate expansion. However, international statistics show that the failure rate of M&A is as high as 70%. This shows that M&A is not merely transaction between the two companies. To achieve the synergy of the M&A, plans for pre-merger evaluation and successful post-merger integration are critical. Particularly for cross-border
    mergers and acquisitions, due to differences in national cultures, regulations, corporate cultures and values, and language barriers, the difficulties and challenges of post-merger integration have been increased.
    The China’s Midea Group in this study is actively seeking transformation under fierce industrial competition, and is striving to shift from OEM to OBM in the global market. Through a series of international M&A strategies, the Group has acquired core technologies, sales channels, brands and talents, as well as hopes to strengthen its brand power and core competitiveness, and to develop a second runway for short-term revenue expansion and medium- and long-term growth.
    This study cited the China`s Midea Group, which achieved three cross-border M&As from 2016-2017 including Germany`s KUKA, Italy`s Clivet and Toshiba Home Appliances, as well as theoretically analyzed the problems and countermeasures in their post M&A integrations. Finally, based on the analysis outcome, this study proposed adjustment recommendations to provide reference for Taiwanese companies for their future cross-border M&A and post-merger integration plans.
    Reference: 中文文獻
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    8. 姜亞鵬（2017），制度嵌入的中國企業跨國併購後整合與能力重構研究，西南財經大學出版社。
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    12. 曾祥峻（2011），「跨國併購之創新績效研究，以Alcatel-Lucent及Bell Labs為例」，國立交通大學高階主管管理學程碩士班碩士論文。
    13. 游明德（2016），「企業併購策略與最佳實務」，財團法人資誠教育基金會
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    16. 劉金條（2001），企業購併後組織整合管理之研究 -以日月光併購環隆電氣為例，國立雲林科技大學企業管理系研究所碩士學位論文。
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    英文文獻
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    3. Bradley, J. W. and D. H. Korn (1979), “Acquisition and Merger: A shifting route to corporate growth,” Management Review, Vol.68, No.3, pp.46-51.
    4. Berry, J. W. (1994), “Acculturation and Psychological Adaptation: An Overview”, Journeys into cross-cultural psychology, pp. 222-249
    5. Birkinshaw, J., Bresman, H., & Hakanson, L. (2000). Managing the post- acquisition integration process: How human integration and task integration processes interact to foster value creation. Journal of Management Studies 37(3), 365-425.
    6. Chandler, A.D.(1975), Business Policy & Strategy-Concept & Reading, p.374.
    7. Drucker, P. F. (1981). The five rules for successful acquisition. The Wall Street Journal, 15 (10), 28.
    8. Ghoshal, S., Haspeslagh (1990),The acquisition and integration of Zanussi by Electrolux: A case study. European Management Journal, 8(4), str. 414-433
    9. Haspeslagh P. C. & Jemison B.D. (1991), Managing Acquisition: Creating Value Through Corporate Renewal, Free Press
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    網路文獻
    1. 大公財經網 http://finance.takungpao.com.hk
    2. 中國產業在線網站 http://ac.chinaiol.com/r/0214/70178711.html
    3. 中商情報網 http://www.askci.com/news/chanye/20180416/175010121607.shtml
    4. 巨潮資訊網 http://www.cninfo.com.cn/cninfo-new/index
    5. 有效併購整合的秘訣：文化診斷四步驟, 韋萊韜悅顧問，2015 https://www.towerswatson.com/zh-TW/Insights/IC-Types/Ad-hoc-Point-of-View/Perspectives/2014/how-cultural-diagnostics-contribute-to-an-effective-ma-integration
    6. 維基百科，http://wiki.mbalib.com/wiki/东芝集团
    7. Clivet 官網 https://www.clivet.com/en/home
    8. MBAlib智庫百科 http://wiki.mbalib.com/wiki/首页
    9. World Investment Report 2000，聯合國貿易暨發展會議http://unctad.org/en/Docs/wir2000_en.pdf
    Description: 碩士
    國立政治大學
    經營管理碩士學程(EMBA)
    105932010
    Source URI: http://thesis.lib.nccu.edu.tw/record/#G0105932010
    Data Type: thesis
    DOI: 10.6814/THE.NCCU.EMBA.029.2019.F08
    Appears in Collections:[Executive Master of Business Administration] Theses

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