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| Title: | 人力資源在跨國企業購併扮演的角色─以台灣企業case為例
HR Perspectives for Cross-Boarder M&As in Taiwan---Case studies on three Taiwanese corporations |
| Authors: | 歐學迪 |
| Contributors: | 冷則剛
歐學迪 |
| Keywords: | 人力資源
跨國企業
購併 |
| Date: | 2006 |
| Issue Date: | 2009-09-14 09:53:05 (UTC+8) |
| Abstract: | 人力資源在跨國企業購併扮演的角色─以台灣企業case為例
Cross-boarder mergers and acquisitions (M&As)1 have become critical business model strategically implemented for Taiwan companies to achieve sustainable competitive advantages. This report is to utilize three Taiwan M&A cases2, merging oversea MNCs or acquired by overseas MNCs, to address HR perspectives in cross-boarder M&As. The author tries to provide a strategic frame work, pinpointing critical absolutes matching with three different M&A stages-early due diligence, middle integration, and late synergy processes. Through empirical research, case studies, quantitative survey and interviews to HR professionals, author concludes HR plays critical role in each stage suiting for various outcomes. For instance, in the early due diligence stage, HR should focus on reviewing culture conflict, talent resources and management style mapping to avoid only looking at financial returns but neglecting the fitting of the human capital. In the middle integration stage, aligning new company vision and strategy with HR strategy and offering the articulated communication scheme are crucial to gain commitment across the board and whole employees. In the late synergy process, shaping new company culture through HR scorecards such as recruiting, developing, appraising, rewarding and engaging is a must for changing company value system and employees behaviors to achieve the integrative synergy of the M&As.
LIST OF TABLES………………………………………………………………………vi
LIST OF GRAPHS……………………………………………………………………..vii
CHAPTERS
1. INTRODUCTION……………………………………………………………...1
1.1 Research Motive…………………………………………………………..2
1.2 Research Purpose…………………………………………………………2
1.3 Thesis Structure…………………………………………………………...2
2. LITERATURE REVIEW AND ANALYTICAL FRAMEWORK……………..4
2.1 M&A Time Line…………………………………………………………..4
2.2. M&A Human Resources Management…………………………………...5
2.3 The Uniqueness of the Analytical Framework…………………………...11
3. RESEARCH METHODOLOGY……………………………………………...12
3.1 Hypothesis………………………………………………………………..12
3.2 Case Introduction………………………………………………………...12
3.3 Data Analysis…………………………………………………………….13
4. BENQ VS. SIMENS CASE…………………………………………………..15
Background………………………………………………………………….15
Discussion and Conclusion………………………………………………… 17
5. UNI-PRESIDENT VS. PEPSI CASE...............................................................19
Background………………………………………………………………….19
Discussion and Conclusion………………………………………………….27
6. TATUNG VS. OTIS CASE…………………………………………………...29
Background………………………………………………………………….29
Discussion and Conclusion………………………………………………….38
7. SURVEY ANALYSIS AND DISCUSSION………………………………….44
7.1 Sampling Profile………………………………………………………...44
7.2 Survey Analysis…………………………………………………………44
8. CONCLUSION AND SUGGESTIONS……………………………………...56
8.1 Survey Findings…………………………………………………………56
8.2 Research Conclusion…………………………………………………….61
APPENDICES
SURVEY NOTES………………………………………………………………...64
INTERVIEW NOTES…………………………………………………………….68
FOOTNOTES…………………………………………………………………….75
REFERENCES…………………………………………………………………………78 CHINESE PART……………………………………………………………..78
ENGLISH PART……………………………………………………………..78
List of Tables
Table 2-1: Milestones of M&As…………………………………………………………4
Table 2-2: HR Due Diligence: Data Collection and Analysis…………………………...6
Table 2-3: On-Site Review………………………………………………………………7
Table 4-1: HR Due Diligence process in Tatung Otis………………………………….18
Table 5-1: Traditional Chinese versus western Business practices…………………….20
Table 6-1: Company performance from 2003-2007………………………………….. 38
Table 6-2: Employee productivity from 2003-2007……………………………………38
Table 6-3: Headcount Summary (04/2006)…………………………………………….39
Table 6-4: Employee Education Analysis……………………………………………...39
Table 6-5: Employee Age Analysis…………………………………………………….40
Table 6-6: Employee Seniority Analysis……………………………………………….40
Table 6-7: Leadership Development Review Summary………………………………..41
Table 8-1: summary of the survey……………………………………………………...56
Table 8-2: The top 10 least important HR absolutes…………………………………..58
Table 8-3: The top 10 most important HR absolutes………………………………….59
Table 8.4: Connection between key HR issues or drivers with survey in each stage…60
Table 8.5: Case Summary……………………………………………………………..62
List of Graphs
Graph 5-2: Strategic Business Conglomerates in the Uni-President Group…………21
Graph 5-3: Alliance business partners ‘examples……………………………………21
Graph 5-4: Pepsi’ Competitive Advantages………………………………………….23
Graph 6-1: Leveraging people assets………………………………………………...31
Graph 6-2: Reversing HR role………………………………………………………….…31 |
| Reference: | Chinese Part:
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English Part:
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Welch, Jack and Suzy Welch (2005), Winning. Harper Business. |
| Description: | 碩士
國立政治大學
國際經營管理碩士班(IMBA)
92933003
95 |
| Source URI: | http://thesis.lib.nccu.edu.tw/record/#G0929330031 |
| Data Type: | thesis |
| Appears in Collections: | [國際經營管理英語碩士學程IMBA] 學位論文
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