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完整後設資料紀錄
DC 欄位 | 值 | 語言 |
---|---|---|
dc.contributor.advisor | 戚樹誠 | |
dc.contributor.author | Yu-Kan Liu | en |
dc.contributor.author | 劉育侃 | zh_TW |
dc.date.accessioned | 2021-06-17T06:37:14Z | - |
dc.date.available | 2023-09-04 | |
dc.date.copyright | 2018-09-04 | |
dc.date.issued | 2018 | |
dc.date.submitted | 2018-08-16 | |
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Staw, ed., Research in Organizational Behavior, vol. 1(Greenwich, CT: JAI Press, 1979), pp. 209-264. 17 H. M. Trice and J. M. Beyer, The Cultures of Work Organizationals (Englewood Cliffs, NJ: Prentice Hall, 1993) 18 Trice and Beyer,”Studying Organizational Culture Through Rites and Ceremonials.” 19 See C. Lindasy, “Paradoxes of Organizational Diversity: Livning Within the Paradoxes,” in L. R. Jauch and J. L. Wall (eds.). Proceedings of the 50th Academy of Management Conference (San Francesco, 1990), pp.374-78; and T. CoxJr., Culture Diversity in Organizations: Theory, Research &Practice (San Francesco : Berrett-Koehler, 1993),pp.162-70. 20 A. F. Buono and J. L. Bowiditch, TheHuman Side of Mergers and Acquisitions :Managing Collisions Between People ,Cultures, and Organizations (San Francesco: Jossey-Bass,1989);Y. Weber and D. M. Schweiger, “Top Management Culture Conflict in Mergers and Acquisitions: A Lesson From Anthropology,” The International Journal of Conflict ,Management, January 1992, pp.1-17; S. Cartwrightand C. L. Cooper, “The Role of Culture Compatibility in Successful Organizational Marriages, ”Academy of Management Executive, May 1993, pp.57-70; D. Carey and D. Ogden, “A Match Made in Heaven? Find Out Before You Merge, ”Wall Street Journal , November 30, 1998, p.A22; AND R. J. Grossman, “ I reconcilable Differences, “HR Magazine, April 1999, pp.42-48 21 Smith, K.W.(2000,June). A Brand-New Culture for the Merged Firm. Mergers and Acquisitions, 35(6), 45-50; Malekazedeh, A. R. &Nahavandi, A. (2990, May-June). Making Mergers Work by Managing Cultures. Journal of Business Strategy, 11(3), 55-57 22 M. Beer, Organization Change and Development (Senta Monica, CA: Goodyear ,1980 ); J. I. Porras and R. C. Silvers, “Organization Development and Transformation, “Annual Review of Psychology, 42(1991),51-78. 23 Based on H. J. Leavitt, “Applied Organization Change in Industry, “in W. Cooper, H. Leavitt, and M. Shlelly (eds.) New Perspectives on Organization Research (New York: John Wiley, 194); and P. J. Robertson, D. R. Roberts, and J. I. Porras, “Dynamics of Planned Organization Change: Assessing Empirical Support for A Theoretical Model, “Academy of Management Journal , June 1993, pp. 619-34. 24 C. W. L. Hill and G. R. Jones, Strategic Management: An Integrated Approach, 3rd ed. (Boston : Houghton Mifflin, 1995) 25 M. Hannan and J. Freeman, “Structural Inertia and Organizational Change, ”American Sociological Review, 49(1989), 149-164. 26 L. E. Greiner, “Evolution and Revolution as Organizations Grow, “Harvard Business Review (July-August 1972): 37-46. 27 C. Argyris, Personality and Organization (New York : Harper &Row, 1957) 28 Lewin K. , Field Theory in Social Science. (New York: Harper &Row ,1951) 29 Lewin K., Field Theory in Social Science, pp. 172-174. 30 P. A. Clark, Action Reacher and Organizational Change (New York: Harper &Row ,1972);L. Brown, “Research Action: Organizational Feedback, Understanding and Change, “Journal of Applied Behavioral Research, 8(1972),697-711;N. Margulies and A.P. Raia, eds., Conceptual Foundations of Organizational Development (New York:McGraw-Hill,1978) 31 Kotter, J. P. (1996) Leading Chang. Boston: Harvard Business School Press. 32 W. G. Bennis, Organizational Development : Its Nature, Origins, and Perspectives(Reading, MA:Addison-Wesley,1969). 33 Kotter and Schlesinger, “Choosing Strategies for Change.” 34 Maslow, A.H. (1943). A theory of human motivation. Psychological Review 50 (4) 370–96. Retrieved from http://psychclassics.yorku.ca/Maslow/motivation.htm 35 Alderfer, C. (1972). Existence, Relatedness and Growth .New York: Free Press; Lawler, E. E., III(1971). Pay and Organizational Effectiveness:A Psychological View. New York:McGraw-Hill. 36 Locke, E. A. (1968). 'Toward a theory of task motivation and incentives'. Organizational Behavior and Human Performance. 3 (2): 157 37 Vroom, V.H. (1964). Work and motivation. Oxford, England: Wiley 38 網路資料-智庫百科-目標設定理論-高績效迴圈模型from http://wiki.mbalib.com/wiki/%E7%9B%AE%E6%A0%87%E8%AE%BE%E5%AE%9A%E7%90%86%E8%AE%BA 39 v. H. Vroom ,Work and Motivation (New York: John Wily ,1964) 40 P. F. Drucker, “The Practice of Management” (New York:Harper & Row,1954) 41 網路資料from http://wiki.mbalib.com/zh-tw/KPI 42 Robert S. Kaplan & David P. Norton,平衡計分卡The Balance Scorecard,臉譜文化出版,1999 43 網路資料來源http://wiki.mbalib.com/zh-tw/%E6%84%BF%E6%99%AF | |
dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/72354 | - |
dc.description.abstract | 本研究以台灣IC設計產業二家合併企業為對象,進行組織整合過程研究紀錄與分析。研究設計將Lewin行動研究法運用於合併企業整合過程,整理出適用於個案企業之整併作業的行動步驟,並以績效考核管理為此個案執行組織整合之核心作業,以達成組織變革之目標。研究結果如下:
一、變革應首先凝聚經營管理層對組織變革急迫性與必要性的共識,並進行公司營運目標的討論,鼓勵接受創造性解決方案,創造新願景,並擴大溝通至所有併購對象,此作業有助於變革推動。 二、在二個企業合併後,不同團體間若能設計產生可控制的競爭關係,則可藉以推動組織變革。 三、績效考核管理作業可用來重新訂定個人工作目標,有效運用此工具可成為推動變革的核心作業。 四、Lewin的行動研究法再加入「解凍」步驟有助於併購團隊破冰,進行變革方案推動,迅速達到整合效果。 五、運用績效考核作業是可以達成推動組織變革目標的,更可進一步說:「要因應組織設計發展導向績效考核制度,活化團隊成員接受創新的觀念,並關注公司營運目標,進而促進組織變革」。績效考核不僅是衡量績效結果後結案,更要在協助組織達成營運目標作業上成為驅動力。 | zh_TW |
dc.description.abstract | This study is based on the two integrated enterprises in Taiwan's IC design industry, and conducts research records and analysis of organizational integration process. The research design uses Lewin's action research method to merge the enterprise integration process, organize the action steps applicable to the case-by-case enterprise's consolidation operations, and perform the core operations of organizational integration for this case with performance appraisal to achieve the goal of organizational change. The research results are as follows:
1.The change should first converge the management's consensus on the urgency and necessity of organizational change, This assignment helps change. 2.Performance appraisal management operations can be used to re-target individual work goals, and effective use of this tool can be a core exercise driving change. 3.Lewin's action research method will help the M&A team for the ice breaking, and quickly achieve the integration goal. 4.'According to the organization design development-oriented performance appraisal system, the revitalization of team members to accept the concept of innovation, and focus on the company's operational objectives, and thus promote organizational change.' Performance appraisal is not only a score, but also becoming a driving force in assisting the organization to achieve operational goals. | en |
dc.description.provenance | Made available in DSpace on 2021-06-17T06:37:14Z (GMT). No. of bitstreams: 1 ntu-107-P05e41029-1.pdf: 2067974 bytes, checksum: 500e1e6e52bd399da7e7011f26b003a3 (MD5) Previous issue date: 2018 | en |
dc.description.tableofcontents | 致謝................................................. i
中文摘要............................................. ii ABSTRACT ...........................................iii 目錄................................................. iv 圖目錄................................................ v 表目錄............................................... vi 第 1 章 緒論.......................................... 1 1.1 研究背景與動機 .................................... 1 1.2 研究目的...........................................3 1.3 研究流程 ......................................... 3 第 2 章 文獻探討 ...................................... 5 2.1 企業併購 ......................................... 5 2.2 組織文化 ......................................... 9 2.3 組織變革 ........................................ 15 2.4 績效管理 ........................................ 22 2.5 文獻探討小結...................................... 29 第 3 章 研究方法...................................... 32 3.1 研究架構 ........................................ 32 3.2 研究設計 ........................................ 32 3.3 研究對象......................................... 36 第 4 章 個案分析 ..................................... 37 4.1 合併公司介紹 ..................................... 38 4.2 併購動機目標 ..................................... 38 4.3 二家公司差異分析 .................................. 39 4.4 合併企業啟動後各項整併作業與衝突 ..................... 42 4.5 進行組織變革與整合的步驟 ............................ 44 4.6 行動評估 ......................................... 61 4.7 凍結並將結果制度化 .................................61 4.8 以績效管理為焦點引動組織變革 ........................ 63 4.9 個案結果 ......................................... 66 4.10 命題 ............................................67 第 5 章 結論與建議 .................................... 68 5.1 研究結論 ......................................... 68 5.2 實務/學術意涵 ..................................... 70 5.3 研究限制 ......................................... 73 5.4 未來研究建議 ...................................... 74 參考文獻...............................................75 | |
dc.language.iso | zh-TW | |
dc.title | 合併企業以發展導向績效管理制度促進組織變革之方法
~以A公司為例 | zh_TW |
dc.title | How the Development-oriented Performance Management System to Promote Organizational Change after Mergers and Acquisitions-Take the A Company for example | en |
dc.type | Thesis | |
dc.date.schoolyear | 106-2 | |
dc.description.degree | 碩士 | |
dc.contributor.oralexamcommittee | 黃家齊,許碧芬 | |
dc.subject.keyword | 併購,整合,績效,組織變革,Lewin的行動研究法, | zh_TW |
dc.subject.keyword | M&A,integration,performance,organizational change,organization development, | en |
dc.relation.page | 78 | |
dc.identifier.doi | 10.6342/NTU201801984 | |
dc.rights.note | 有償授權 | |
dc.date.accepted | 2018-08-16 | |
dc.contributor.author-college | 進修推廣學院 | zh_TW |
dc.contributor.author-dept | 事業經營碩士在職學位學程 | zh_TW |
顯示於系所單位: | 事業經營碩士在職學位學程 |
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