跨國銀行的併購與組織整合

金融機構透過併購可以快速帶入相關技術、強化競爭力，減少自行摸索的時間與成本，成為金融機構最重要的外部成長策略之一，亦是增加市場佔有率最快的方式。然而多年來經歷併購的公司發現合併雙方在企業文化、策略、領導風格，以及工作環境與作業流程的差異皆可能導致無法完成其整合目標。本論文藉由個案訪談並發掘難以從合併表象了解之組織併購融合的關鍵因素，透過澳盛銀行和星展銀行於台灣個人金融與財富管理業務移轉整併之過程，包含分行人員、管理人員、銀行客戶、組織文化等面向，及星展銀行同時於整併期間新設私人銀行對組織整合的交互影響進而提供實務上的建議。本研究著重：（一）兩家銀行整合過程內部實際發生的問題而非併購表象（二）什麼因素會有利於組織併購？什麼因素不利於組織併購？（三）針對跨國併購的文化衝突可採取什麼方式進行整合及管理研究結果希望有助於日後跨國銀行進行併購與組織整合時，能更有效率完成組織建構、減少管理衝突、縮短文化磨合時間，讓可能造成組織傷害的部分降到最低。組織變化過程如同大自然生物演進，生命將持續在長期試驗中遭遇成功與失敗，為自己的生存找到新的出路。

關鍵字

跨國併購；併後整合；私人銀行

並列摘要

Financial institutions can quickly bring in relevant technologies through merger and acquisition（M&A）as one of the external growth strategies, and M&A is also considered the fastest way to increase market share. Scholars have found that it is difficult to achieve the full advantage of M&A if two companies can hardly intergrate because of the mismatch in companies that have experienced mergers and acquisitions over the culture, strategy, leadership style and etc. This thesis explores the key factors determining the integration of mergers and acquisitions. Through the process of transferring the personal finance and wealth management business of ANZ Bank and DBS Bank in Taiwan, and DBS bank at the same time during the whole period of the new private bank to the organizational integration of the interactive impact to provide practical advice. (1) What are actual problems occurring within the two bank in the integration process? (2) What factors would facilitate the organization of mergers and acquisitions? What factors are unfavorable for post-merger integration? (3) How can cultural conflicts over cross-border mergers and acquisitions be managed. The results of the study are expected in the future organizational integration of multinational banks can more effectively complete organizational construction, reduce management conflicts, shorten the time of cultural grind, so that the part that may cause organizational harm is minimized.