購併運作認知、企業文化及人力資源管理系統差異對購併後組織效能影響之研究

The Study of the Effects of Corporate Culture and HRM Systems on Merger & Acquisition Operation

本研究主要分析員工對購併運作之認知、主併公司與目標公司企業文化以及人力資源管理系統之差異對購併後組織效能造成之影響。針對國內近五年來企業購併個案，問卷調查125位員工，並以典型相關分析進行變項間線性關聯之探性。研究之主要發現有：（1）企業購併運作愈越傾向讓員工參與時，購併後組織內部資訊流通性及員工對組織目標清晰度會愈高；（2）購併後現在公司比以前公司強調團隊取向之企業文化傾向時，購併後員工之適應力及內部資訊之流通性等會愈高；（3）購併後現在公司若比以前公司重視人力資源留任、維持、及發展實務、人力資源福利實務以及人力資源過程等時，購併後員工之適應力、對組織目標之清晰度、內部資訊之流通性等均會有所提昇。

Merger & Acquisition （M&A） is one of the main strategic tools for business/organization developing in recent years. The main purpose of this study was to examine the relationships among the 'operational styles of M&A', the 'differences of HRM system and corporate culture between bidding firm and target firm', and the 'organizational performance after merging'. One-hundred and twenty-five employees in 6 M&A case companies, which occurred during 1993-1998 in Taiwan, were surveyed. The findings had indicated that the higher employee participation during the M&A process, the better organizational inner information flow and goal clarity would followed. The results also indicated that if the business organization had emphasis more on the team-oriented culture and HR practices and process, the better employee adaptation in new organization and better organizational inner information flow would be found.