企業併購之整合管理策略及其對組織基因影響之研究

The Research on Integration Process and Its Influence to Organization DNA during Merger & Acquisition

許淑華(Shu-Hua Hsu)

指導教授 ： 洪明洲

國立臺灣大學/管理學院/商學研究所/碩士(2005年)

https://doi.org/10.6342/NTU.2005.10328

摘要

在全球化當道的時代，企業間的競爭日益激烈，企業追求成長的壓力不斷滋長。但是個別企業內部的資源畢竟有限，成長總會遭遇瓶頸，這時企業就必須嘗試外部成長之途徑來尋求永續經營，併購即成為企業外部成長的主要方式。然而，併購不僅是引人注目的焦點，它更被關注的是併購後產生的組織調整、營運模式改變、整合工作以及文化融合等問題，這些都會影響到新企業的績效表現與員工的工作效能，有些時候還可能造成社會問題。
電腦業界惠普與康柏兩家公司的合併案帶給企業經營、組織變革、人力資源管理非常豐富的案例，本研究希望藉相關文獻的探討以及企業併購與組織重整案例的收集，加上作者親自參與的經驗，深入檢視此一全球性、大規模組織整合的問題，以進一步瞭解兩家大型組織併購整合過程中，組織會產生的重要變化，以及兩家公司整合過程的人事變化。
本研究將藉助Neilson、Pasternack與Mendes(2003)提出的「組織基因」概念來作分析工具，以檢測兩家企業併購前後的組織元素改變，並利用文獻研究、直接觀察及問卷調查等方式，探討惠普與康柏在組織整合所做的規劃與行動 (特別是「無塵室」計畫) ，並進一步調查惠普科技與康柏電腦併購前後在組織基因的改變。以期達成以下四項研究目的：
一、探討惠普─康柏併購案的成功或失敗要素。
二、分析無塵室計畫對新惠普文化整合的影響。
三、瞭解人力資源管理對惠普─康柏併購案的影響。
四、探討惠普─康柏併購整合過程對組織元素所產生的變化。

關鍵字

企業併購 ； 整合管理策略 ； 組織基因 ； 惠普科技

並列摘要

During this age of globalization, the pressure for industries to pursue constant growth has been increased due to the growing fierce competition among them. However, industries might encounter a bottleneck for growth due to the limited internal resources, and seek for everlasting business through external growth. Hence, Merger & Acquisition has become the mostly common used method.
One of the biggest M&A case in high-tech industry, the merger between Hewlett-Packard and Compaq, has brought to us rich examples in business management, organizational changes, and human resources management. Hence, this research paper, through the study of related documents of M&A cases and the direct participation in the integration process of the writer, will analyze the integration strategy and process, understand the major organizational changes caused by the integration, and study the human resources management during the process.
This research will go through the “Organization DNA” concept as a tool to examine the changes of the four bases of organization DNA of the two companies after the merger. Moreover, this research will study the integration strategy and execution done, especially the “Clean Room” practice, and analyze the changes of the organization DNA of HP, through the study of related theories, direct observation, and questionnaires. The major purposes of this research are:
1.Studying on the success/failure factors during the merger of HP and Compaq,
2.Analyzing the influences caused by “Clean Room” practices on cultural integration,
3.Understanding the Human Resources management during the merger, and
4.Examining the integration process and its influence to the changes of organization DNA.

並列關鍵字

M&A ； Integration Process ； Organization DNA ； Hewlett-Packard

參考文獻

魏志忠，「企業購併之個案研究－以E公司為例」，元智大學資訊管理研究所碩士論文，民國90年

Ansoff, Igor H. and McDonnell, E., 1990. Implanting Strategic Management. New York: Prentice Hall.

Birkinshaw, J., Bresman, H. & Hakanson, L., 2000. Managing the Post-Acquisition Integration Process: How the Human Integration and Task Integration Processes Interact to Foster Value Creation, Journal of Management Studies, vol.37, iss.3, pp.395-425.

Blake, R.R. & Mouton, J.S., 1984. Solving Costly Intergroup Conflicts: Achieving Intergroup Trust, Cooperation and Teamwork, San Francisco: Jossey-Bass.

Bramson, R. N., 2000. HR’s role in mergers and acquisitions”, Training &Development, vol.54, iss.10, pp.59-66.