併購後公司團隊間的衝突、信任、組織文化與團隊績效影響及因應措施之探討

A Study of Countermeasure for The Impacts of Conflict, Trust, Organizational Culture and Team Performance After Merger and Acquisition

張雅淑(Ya-Shu Chang)

指導教授 ： 陳以明

元智大學/工程學院/工業工程與管理學系/碩士(2011年)

摘要

現今的企業為求維持競爭優勢，必然會不斷追求成長，併購則是企業追求外部成長的方式之一。本研究主旨在探討企業併購後對於企業內部衝突、信任、組織文化與團隊績效之影響，並提出併購之因應措施與建議。

　　本研究以併購後企業員工為對象，採用問卷調查方式，以SPSS 統計分析軟體進行實證作業，使用的統計方法，包括：敘述性統計分析、收斂效度因素分析、信度分析、Pearson相關係數檢定、複迴歸分析。

本研究之實證發現如下：

1. 關係衝突對團隊績效的影響大於任務衝突對團隊績效的影響。
2. 信任程度對任務衝突、關係衝突與團隊績效之間的關係皆具有調　 節的作用。
3. 信任程度會影響成員間知識分享，且為正向相關影響。
4. 具備知識分享、創新積極、服務品質的組織文化對於團隊績效
有正面的影響。
5. 組織文化中的服務品質為組織文化影響團隊績效的最重要的關
鍵。

　　根據上述發現，本研究提出因應措施對提高組織文化契合度，增加信任程度，以提高併購後的組織變革之成功機率。

　　關鍵字：併購、衝突、信任、組織文化、團隊績效

關鍵字

併購 ； 衝突 ； 信任 ； 組織文化 ； 團隊績效

並列摘要

Nowadays, the companies have to grow constantly in order to maintain competitive advantage. Merger and Acquisition (M & A) is one of the strategic modes of external growth. This study examines the impacts of conflict, trust, organizational culture and team performance after merger and acquisition and proposed countermeasure and suggestion.

In this study, targeting employees after the merger were tested in this empirical work. The questionnaires were analyzed using SPSS statistics software, including descriptive statistics analysis, convergent validity factor analysis, reliability analysis, Pearson correlation analysis and multiple regression analysis. The major
findings are as follows:

1. The impacts between conflict and team performance,
task conflict is more than relationship conflict.
2. Trust is a moderating factor between task conflict ,
relationship conflict and teamperformance.
3. Trust has positive effect on team member’s knowledge
sharing.
4. Organizational culture, including knowledge sharing,
active innovation and service quality, has positive
effect on team performance.
5. Service quality in organizational culture is the most
important key to affect team performance.

Based on these findings, we propose countermeasures for increasing cultural fit and increasing trust differences between teams after merger or acquisition, so as to increase the probability of the success of organizational change.

Keywords:
Merger and Acquisition, Conflict,Trust, Organizational culture, Team performance

並列關鍵字

Team performance ； Merger and Acquisition ； Conflict ； Trust ； Organizational culture

參考文獻

13 黃惠鈴，2008。併購後組織文化差異、人格特質與員工工作態度關係之實證研

9 郭建志，2003。組織文化研究之回顧與前瞻，應用心理研究，頁83-114。

1 Aiello, Robert J. and Watkins, Michael D.(2000), "The Fine Art of Friendly Acquisition", Harvard Business Review, November-December, pp. 101-116.

2 Amason, A.C.(1996), "Distinguishing the effects of functional and dysfunctional conflict on strategic decision making: Resolving a paradox for top management teams", Academy of Management Journal, (39:1), pp. 123-148.

3 Amason, A.C., and Sapienza, H.J.(1997), "The effects of top management team size and interaction norms on cognitive and affective conflict", Journal of Management, (23:4), pp. 495-516.