台灣LED電子製造業併購之整合分析-以L公司為例

Abstract

企業併購通常是組織賴以成長的手段之一，一般皆認為併購能創造綜效，從而提高兩家公司合併後的整體價值。然而，真正可以成功整合的公司並不多，且往往併購的完成後的整合才是陣痛的開始。併購的整合能否順利成功，關鍵在人及公司的整合能力，組織文化設計，以及需要資訊系統完全的整合。在本研究中，利用個案研究法加以探討在企業併購過程中，整合計畫該如何有效率與步驟的執行，人力組織及企業文化的影響，以及各個價值活動在整合階段的方向目標，及如何建構企業併購中資訊系統的整合模式。

The enterprise’s merger and acquisition is usually one of many ways that makes an enterprise grow up. It is also the most rapidly but risky developing strategy. General speaking , an enterprise could create more synergies and increase corporate total value via merger and acquisition. But, there are actually few companies that can really succeed in M&A, and the integration between two different companies is always taking a long period of time. Smooth merger integration success depends on the people and the company's ability to integrate the design of organizational culture and need to fully integrate information systems. In this study, the use of case studies to explore the process of mergers and acquisitions, integration plans and procedures, how efficient execution of organizations and influence of corporate culture, as well as the direction of the target value activities in various stages of integration, and how mergers and acquisitions in the integration model of information systems.