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    題名: 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
    作者: 歐學迪
    貢獻者: 冷則剛
    歐學迪
    關鍵詞: 人力資源
    跨國企業
    購併
    日期: 2006
    上傳時間: 2009-09-14 09:53:05 (UTC+8)
    摘要: 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
    參考文獻: Chinese Part:
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    Huang, Chu-Yu (1996), “企業購併對人力資源管理影響之研究:被購併公司之個案探討”, 國立中央大學企業管理研究所碩士論文.
    Huang, Cha-Chi (2001), “企業購併人力資源管理的思維”, 勞資關係系月刊, 19(10):36-42.
    Lin, Wenjeng (2006), “人力資源管理在企業購併之功能與角色-以一家製藥公司為例.” Retrieved from http://www.ncu.edu.tw/
    Lee, ST, and WY Chang (2006), “明基一場350億元的併購教訓 李焜耀認錯” http://tw.news.yahoo.com/marticle/url/
    Lee, Cheng Chung (1998), “企業購併組織機制之個案研究-以神通電腦集團為例.” 私立中原大學碩士論文.
    Shen, Yi-Ling (2004), “購併對員工組織承諾與工作績效影響之研究.” 國立中山大學人力資源管理研究所碩士論文
    Yang, Lih-Shing (2004), “從人力資源管理觀點看跨國購併管理-以台灣與日本TFT-LCD個案公司為例.” 國立中山大學人力資源管理研究所碩士論文
    Wei, Ten-Jau (1992), “企業購倂的十大迷失 “ 世界經理文摘, 42-51.
    English Part:
    Aguilera, Ruth V. and John C. Dencker (2004),“The role of human resource management in cross-border mergers and acquisitions.” Int. J. of Human Resource Management.
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    Burns, J. Barry (1989), “How to make mergers and acquisition work.”Massachusetts CPA Review, 15-33.
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    Davy, J. A., Kinicki, A., Kilory J., and Scheek, C.(1988), “After the merger: Dealing with people’s uncertainty.” Training and Development Journal, 42(11), 57-61.
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    Hollingsworth, J. and Boyer R. (eds) (1997). Cotemporary Capitalism: The embedded ness of Institutions. Cambridge University Press.
    Huang, Ing-Chung, Tung, Kuan-Yeh Tung, Chen, Shu-Ling and Shi, Chih-Ting(2002), “Human Resources Management Practices and Organizational Commitment under Mergers and Acquisitions: Corporate Culture as a Moderator.” Human Resources Management Journal, 2(3), 51-64.
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    Pomeroy, Ann (2005), “A Fitting Role.” HR Magazine, June, 50, 6.
    Reynald, Lloyd "G. and Stanley H. Masters, Colletta H. Moser. Labor Economics & Labor Relations, 10th edition. Prentice Hall.
    Soderberg, Anne-marie and Vara, Eero (2004),“Merging Across Boarders-People, Culture and Politics.“ Journal of International Business Studies.
    Stahl, G. K. and Sitkin S. B. (2004), “Trust in mergers and acquisitions.” Retrieved on Feburary 4th, 2004 from http://faculty.fuqua.duke.edu/
    Soy, Susan K. (1997), The Case Study as a Research Method. Unpublished paper, University of Texas at Austin.
    Winning, Ethan A (2005) “HR’s role in Mergers and Acquisitions.” from http://www.ewin.com/articles/manda.htm
    Weston, J.F., K.S.Chung & Hong S.E. (1990), Mergers, restructuring and corporate control. Prentice-Hall, 425-437.
    Whitley, R. and Kristensen, P. (eds) (1997), Governance at Work: The Social Regulation of Economic Relations. Oxford: Oxford University Press.
    Welch, Jack and Suzy Welch (2005), Winning. Harper Business.
    描述: 碩士
    國立政治大學
    國際經營管理碩士班(IMBA)
    92933003
    95
    資料來源: http://thesis.lib.nccu.edu.tw/record/#G0929330031
    資料類型: thesis
    顯示於類別:[國際經營管理英語碩士學程IMBA] 學位論文

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