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| DC 欄位 | 值 | 語言 |
|---|---|---|
| dc.contributor.advisor | 洪明洲 | |
| dc.contributor.author | Shu-Hua Hsu | en |
| dc.contributor.author | 許淑華 | zh_TW |
| dc.date.accessioned | 2021-06-08T05:21:58Z | - |
| dc.date.copyright | 2005-08-01 | |
| dc.date.issued | 2005 | |
| dc.date.submitted | 2005-07-26 | |
| dc.identifier.citation | 參考文獻
ㄧ、中文部份 王泰允, 企業購併實用, 遠流出版公司, 民國80年. 朱志明，「企業購併後員工工作不安全感對員工效能的影響」，淡江大學管理科學研究所碩士論文，民國93年 吳盈潔，「企業購併對組織文化與組織承諾的影響－以元大京華證券為例」，國立中央大學人力資源管理研究所碩士論文，民國90年 彭琇玲，「購併後功能別組織調整策略、人力資源管理角色及綜效來源：特用化學產業個案研究」，東海大學企業管理研究所碩士論文，民國91年 劉家麟，「購併企業之整合管理措施與綜效實現之關係探討」，國立東華大學國際企業研究所碩士論文，民國90年 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 二、英文部分 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. Bogan, C. & Symmers, K., 2001. Marriages Made in Heaven? Pharmaceutical Executive, vol.21, iss.1, pp.52-60. Bramson, R. N., 2000. HR’s role in mergers and acquisitions”, Training &Development, vol.54, iss.10, pp.59-66. Brouthers, K. D., Hastenburg, P. V. & Joran, V. D., 1998. If Most Mergers Fail Why Are They So Popular? Long Range Planning, vol.31, iss.3, pp.347-353. Brunsman, B., Sanderson, S. & Voorde, M.V.D., 1998. How to Achieve Value behind the Deal during Merger Integration, Oil & Gas Journal, vol.96, iss.37, pp.21-28. Buono, A.F. & Bowditch, J.L., 1989. The Human Side of Mergers and Acquisitions: Managing Collisions between People and Organizations, San Francisco: Jossey-Bass. Cook C.W., Hunsaker, P.L., & Coffey, R.E., 1997. Management and Organizational Behavior, McGraw-Hill. Daniel, T.A., 1999. Between Trapezes: The Human Side of Making Mergers and Acquisitions Work, Compensation & Benefits Management, vol.15, iss.1, pp.19-37. Devoge, S. & Shiraki, J., 2000, People Factors: The Missing Link in Merger Success, Compensation & Benefits Management, vol.16, iss.1, pp.26-32. Drucker, P.E., 1981. The 5 Rules of Successful Acquisition, The Wall Street Journal, Oct., p.28. Elsass, P.M. & Veiga, H.F., 1994. Acculturation in Acquired Organizations: A Force-Field Perspective, Human Relations, vol.47, iss.4, pp.431-444. Galosy, J.R., 1990. The Human Factor in Mergers and Acquisitions. Training and Development Journal, 90-93. Hakanson L., 1995. Learning through Acquisition: Management and Integration of Foreign R&D Laboratories. Int. Studies of Mgt. & Org. 25 1-2, pp.121–157. Haspeslagh, P.C. & Jemison, D.B., 1991. The Challenge of Renewal through Acquisitions, Planning Review, vol.19, iss.2, pp.27-32. Jemison, D.B. & Sitkin, S., 1986. Acquisition: The Process Can Be a Problem, Harvard Business Review, vol.64, iss.2, pp.106-116. Joseph, G.C. & Marks, M.L., 1988. Making Mergers Work, Training and Development Journal, vol.42, iss.4, pp.30-36. Larsson, R. & Finkelstein, S., 1999. Integrating Strategic, Organizational, and Human Resource Perspectives on Mergers and Acquisitions: A Case Survey of Synergy Realization, Organization Science, vol.10, iss.1, pp.1-19. Leavitt, H.J., 1976. Applied Organization Change in Industry. In J.G. March (eds), Handbook of Organization, Chicago: Rand McNally, 144-167. Lewin, K., 1958. Group Decision Making and Social Change in T.M. Newcombo and E.C. Hartley (eds), Reading in Social Psychology, New York: Holt, Rinehart and Winston. Marks, M.L., 1982. Merging Human Resources - A Review of Current Research. Mergers & Acquisitions, 38-43. Mirvis, P.H., Marks, M.L., & Mercer, W.M., 1992. The Human Side of Merger Planning: Assessing and Analyzing“Fit”, Human Resource Planning, vol.15, iss.3, pp.69-92. McCann, J. E., and R. Gilkey. Joint Forces, New Jersey: Prentice Hall, 1988, pp.5-17. Nahavandi, A. & Malekzadeh, A.R., 1988. Acculturation in Mergers and Acquisitions, An Academy of Management Review, vol.13, iss.1, pp.79-90. Olie, R., 1994. Shades of Culture and Institutions in International Mergers, Organization Studies, vol.15, iss.3, pp.381-405. Shirley, R.C., 1973. Analysis of Employee and Physician Attitudes toward Hospital Mergers. Academy of Management Journal, 16, 465-480. Timothy J. Galpin & Mark Herndon, 1999. The Complete Guide to Mergers and Acquistions, Jossey-Bass Publisher. Weber, Y., 1996. Corporate Cultural Fit and Performance in Mergers and Acquisitions, Human Relations, vol.49, iss.9, pp.1181-1202. | |
| dc.identifier.uri | http://tdr.lib.ntu.edu.tw/jspui/handle/123456789/24324 | - |
| dc.description.abstract | 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。 | zh_TW |
| dc.description.abstract | 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. | en |
| dc.description.provenance | Made available in DSpace on 2021-06-08T05:21:58Z (GMT). No. of bitstreams: 1 ntu-94-R91741016-1.pdf: 4277284 bytes, checksum: b3faa9eaf195d43092421e2c58386363 (MD5) Previous issue date: 2005 | en |
| dc.description.tableofcontents | 目錄
第一章 緒論.............................................1 第一節 研究背景與動機.......................................1 第二節 研究目的.............................................3 第三節 研究架構與方法.......................................5 第四節 論文架構.............................................6 第二章 個案背景.........................................8 第一節 兩家公司的背景........................................8 第二節 合併動機與過程.......................................13 第三節 無塵室之運作.........................................21 第四節 文化整合團隊的組織改造...............................27 第三章 研究方法........................................34 第一節 研究主題.............................................34 第二節 研究方法的選擇.......................................35 第三節 問卷調查.............................................37 第四節 組織基因與組織型態...................................39 第四章 併購與組織整合分析..............................47 第一節 併購動機與方式.......................................47 第二節 併購與組織變革.......................................50 第三節 併購之整合策略.......................................53 第四節 併購對組織文化的影響.................................57 第五節 併購整合過程.........................................62 第六節 併購之整合管理方案...................................68 第七節 併購的成敗因素.......................................74 第五章 組織變革分析....................................81 第一節 人事的調適...........................................81 第二節 惠普與康柏的組織基因比較.............................88 第三節 組織基因的改變.......................................91 第四節 組織型態的改變......................................100 第五節 併購成敗因素的探討..................................102 第六章 結論...........................................105 第一節 研究結論............................................105 第二節 管理上的涵義........................................107 第三節 研究限制與建議......................................108 參考文獻...............................................109 附錄：研究問卷.........................................113 表目錄 【表2-1】惠普近年之部分財務報表..................................15 【表2-2】康柏近年之部分財務報表..................................16 【表2-3】惠普與康柏併購前及併購後(預估)的規模資料.................16 【表2-4】惠普與康柏的核心價值....................................28 【表2-5】惠普與康柏的企業文化比較................................29 【表3-1】研究主題與研究方法.......... ...........................36 【表3-2】七種組織樣態.......... ... ..............................44 【表4-1】惠普併購康柏的動機......................................48 【表4-2】McCann和Gilkey的程序性管理..............................74 【表5-1】新惠普因應人力資源整合的五個因素........................87 【表5-2】新惠普的組織結構改變調查結果............................92 【表5-3】新惠普的決策權改變調查結果..............................94 【表5-4】新惠普的資訊改變改變調查結果............................96 【表5-5】新惠普的激勵因子調查結果................................98 【表5-6】新惠普的組織型態改變調查結果...........................101 【表5-7】併購成敗因素之調查結果.................................103 圖目錄 【圖1-1】研究架構.................................................5 【圖2-1】併購整合團隊之組織圖....................................23 【圖2-2】惠普與康柏的文化異同....................................28 【圖3-1】 組織DNA的四個基本元素.................................41 【圖3-2】不同年營業額下，各種組織型態之相對比率........... ........46 【圖4-1】Lewin之變革三階段理論...................................51 【圖4-2】併購類型/併購策略目標/整合策略.............. ............53 【圖4-3】併購整合策略............................................55 【圖4-4】惠普─康柏併購之整合策略................................56 【圖4-5】被併者之組織文化轉移模式................................59 【圖4-6】主併者之組織文化轉移模式................................60 【圖4-7】康柏之組織文化轉移模式..................................61 【圖4-8】惠普之組織文化轉移模式..................................62 【圖4-9】新惠普的價值觀..........................................62 【圖4-10】併購整合架構...........................................63 【圖4-11】整合管理階段...........................................66 【圖5-1】期望理論................................................81 【圖5-2】組織基因的四項基本元素..................................82 | |
| dc.language.iso | zh-TW | |
| dc.title | 企業併購之整合管理策略及其對組織基因影響之研究 | zh_TW |
| dc.title | The Research on Integration Process and Its Influence to Organization DNA during Merger & Acquisition | en |
| dc.type | Thesis | |
| dc.date.schoolyear | 93-2 | |
| dc.description.degree | 碩士 | |
| dc.contributor.oralexamcommittee | 黃崇興,白崇亮 | |
| dc.subject.keyword | 企業併購,整合管理策略,組織基因,惠普科技, | zh_TW |
| dc.subject.keyword | M&A,Integration Process,Organization DNA,Hewlett-Packard, | en |
| dc.relation.page | 115 | |
| dc.rights.note | 未授權 | |
| dc.date.accepted | 2005-07-26 | |
| dc.contributor.author-college | 管理學院 | zh_TW |
| dc.contributor.author-dept | 商學研究所 | zh_TW |
| 顯示於系所單位： | 商學研究所 | |
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