在全球化的影響下,國與國之間不再有地域上的疆界,因為投資壁壘和地域疆界的消除,使得許多企業皆利用跨國併購/合資來進行全球市場的擴張,取得他國的市場及技術,將本土企業朝向跨國企業來發展。 過去許多有關企業跨國併購/合資的研究中,大多都是在探討財務面、稅務面以及法律面,卻甚少提到「文化整合」的部分。然而企業所產生的綜效在於競爭優勢的互補及加強,競爭優勢的來源在於組織程序,組織程序的構建又來自組織文化及人才,所 以在併購/合資後的組織文化整合乃是最重要的部分。 本研究的主要目的探討中日合資企業由日方主導前後是否產生組織文化之差異性,以「問卷」 作為主要研究之工具,針對個案公司不同層級的員工,了解員工目前與公司領導階層是否在領導文化上產生衝突。
Under the influence of globalization, there is no longer a geographical border between countries. Because of the elimination of investment barriers and geographical borders, many companies use cross-border mergers and acquisitions/joint ventures to expand the global market and obtain markets and markets from other countries. Technology, the development of local enterprises towards multinational enterprises. In the past, many researches on corporate cross-border mergers and acquisitions/joint ventures mostly discussed the financial, tax, and legal aspects, but seldom mentioned the "cultural integration" part. However, the synergy produced by enterprises lies in the complementation and enhancement of competitive advantages. The source of competitive advantages lies in organizational procedures. The construction of organizational procedures comes from organizational culture and talents. Therefore, the integration of organizational culture after mergers/joint ventures is the most important part. The main purpose of this research is to investigate whether there are differences in organizational culture before and after Sino-Japanese joint ventures are dominated by Japan. The "questionnaire" is used as the main research tool to identify employees at different levels of the company in the case, and to understand whether the employees are currently in line with the company’s leadership. Conflict in leadership culture.