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題名:企業併購之異文化管理制度對個人-組織價值觀契合度與經營績效之干擾影響
作者:張曉楨 引用關係
作者(外文):Hsiao-Chen Chang
校院名稱:中國文化大學
系所名稱:國際企業管理研究所
指導教授:林彩梅
學位類別:博士
出版日期:2010
主題關鍵詞:併購契合度異文化管理制度經營績效個人-組織價值觀merge and acquisitionfitsystems of different cultures managementbusiness performancepersonal-organizational values
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企業為了在最短之期限內達到企業目標,乃透過併購活動來提高企業價值之創造並提高企業之競爭優勢。然而,企業併購後若無法確實進行組織文化的整合,不僅經營績效無法提升,反而會造成人力大幅流失而影響公司營運。因此,企業在併購的過程中要重視員工的個人價值觀特質能否與組織的文化、經營理念相契合,更要能留住人才使其願意在與組織所共同認同的經營理念下快樂的工作,並且能積極配合公司政策,如此,才可使企業常保競爭優勢。
本研究目的在探討企業併購之個人-組織價值觀契合度與經營績效的關係,以及,異文化經營管理制度對企業併購之個人-組織價值觀契合度與經營績效關係之干擾效果。並進一步討論企業進行併購後執行異文化管理制度與人力資源管理之情況。
本研究使用SPSS12.0統計套裝軟體,針對283份有效問卷進行分析,研究結果發現企業併購之個人-組織價值觀契合度越高,則經營績效越高,且異文化管理制度也會對企業併購之個人-組織價值觀契合度與經營績效會產生干擾影響。此外,本研究發現企業進行併購後高階主管的人員配置,會以安排主併公司人員來擔任高階主管的職務為主,如此導致企業併購後經營管理制度、福利制度,以及人力資源管理制度也都是以偏向主併公司之管理制度為主。
To effectively achieve in the goal, an enterprise must make use of mergers and acquisitions to increase its value and to create its own vantage. However, if an enter-prise could not effectively organize the cultures of different companies, not only the effects could be achieved but also the morale of the employees could not be maintained because of the failures of keeping the industrial promise. Therefore, an enterprise must reinforce the fit between the employees’ individual values and the enterprise ideal of managements so as to prevent the good workers from leaving and make them happily work for the company. Such fit, therefore, contributes greatly to the enterprise’s vantage in the industrial competitions.
This research is to analyze the fit between the values of the individual employees and the company. Such fit, as a great contribution to business performance, may be affected by a different company with different values. Therefore, the influence of different culture on the personal-organizational values of the merged company will also be the focus of this thesis, which will further discuss the strategies of managing the per-sonnel and the system of company that has been infused with the different cultures.
The statistical software SPSS12.0 is used to analyze the 283 effective question-naires. The result of this analysis is that the higher the fit of personal-organizational values is, the more effective the company is. The system of the different-culture management results in the turbulence in the enterprise effectiveness. In addition, this research consists of the finding that because the company that takes control of the emerging would send the personnel to supervise the merged company, the systems of management, welfare, and manpower are mainly of the merging company.
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