企業被併購後的組織變革與文化衝擊之研究

企業併購 (Mergers and Acquisitions; M&A) 為目前一商業模式間最有效率且能夠迅速的結合或互補同領域或跨領域的企業。利用此方式來達成人力上、機械/技術上、市場上、資訊上的共享，進而擴大企業生產規模，降低企業經營成本，達到企業市場競爭優勢。由於企業的併購後會有經營層面、商業模式、或人力資源…等等不同層面的差異，故企業組織的變動與企業文化的融合則成為影響企業併購後的成功關鍵因素。本論文的研究目的主要在探討組織變革與文化衝擊對於跨國企業被購併的影響，其本論文為質化研究為主，並進行相關的文獻收集與探討來發展出研究架構，再來針對研究探討與個案研究美國集團J公司併購台灣G公司為案例進行個案研究，並依據組織變革與文化衝擊的構面探討跨國企業併購後優劣。研究結果發現此一個案研究的組織變革與文化衝突甚小，研究發現與J公司與G公司在併購前的公司高層各項協議有關。此個案在公司過去11年間並無太大的人事變動，且期間內的組織變革也都經過長時間會議討論且也一步步利用一個小廠區進行改革與調整，等待成功導入後才開擴大變革，且任何的文化差異也都透過各項宣導來降低各項衝擊。故本研究主題併購後提出建議：沿用原公司高層進而提升雙方文化契合、重視各項變革的討論與事前宣導、尊重雙方公司原有文化後再開始進而影響。

關鍵字

組織變革；文化衝擊；組織承諾

並列摘要

Mergers and Acquisitions (M&A) is the most efficient and rapidly integrated or complementary in current business model. It will help business to combine the human resource, mechanical or technical support, sales or market enlarge, information sharing to help business expand the production/business scale. Meanwhile, it will help to reduce the operating costs to achieve competitive advantage in the market. After Mergers and Acquisitions happen, it will have different level impact such as operating, business, or human resources...etc. The organizational changes and culture integration will be the key factors of mergers and acquisitions. The purpose of this dissertation is to study the impact of organizational change and cultural conflict after mergers and acquisitions. The dissertation base on qualitative research and start to collect related literature and come out a framework. Case of J company acquires G company for organizational changes and cultural conflicts. The study found that the organization change and cultural conflict are cautious. It related to the agreements between J Company and G Company before the merger. In this case, there is not big major manager team changes after merger. Organization changes have been discussed at lengthy meetings and have been implemented with a plant site to carry out reforms and adjustments. Success to introduction then expand to others. Any cultural differences are through the various advocacy to reduce conflicts. Therefore, this study puts forward suggestions after the completion of the merger and acquisition: follow the high level of the original company to improve the cultural fit of both parties, attach importance to the discussion of various changes and advance publicity, respect the original culture of both companies, and then begin to influence.