近十幾年來，大型跨國製藥廠為達成產品線的廣度與深度、擴大市場占有率、鞏固產業領先地位，紛紛透過不斷的併購其他製藥廠的方式達到預期目的，並藉由併購過程中必要的重整過程，對組織進行人力的精簡以節省成本。 研究案例輝瑞公司在2009年併購案過程中，總公司的併購策略明快而清楚，尚堪稱併購成功，其結果驗證在四年後的全球經營績效表現上。但除了在財務數字的成功外，台灣子公司在併購執行及併購後企業文化之整合以及組織管理的一些做法，是追求數字成功外更值得探究的事實，若能深入探討輝瑞公司併購案中企業文化整合對併購成功的影響要素，或許能給其他製藥廠公司高階主管一些併購整合工作的管理建議和經驗參考。 本研究藉由相關文獻探討分析企業併購效應理論，以及對個案公司次級資料的蒐集，並輔以製藥產業及併購文獻資訊之匯整，對企業併購中企業文化整合議題進行研究，以探討跨國製藥廠企業文化整合成功的關鍵原因。研究重點如下： 一、探討輝瑞公司在進行企業併購整合時所面臨的企業文化整合問題。 二、探討輝瑞公司在進行企業併購時，就企業文化融合上，得以縮短磨合時程、減少人才流失及錯失併購時機三大指標的綜效。以為實施相似併購案時之參考。 Over the last decade, international pharmaceutical companies had broadened their product lines, expanded market share and consolidated the leading position in the industry through mergers and acquisition. After the acquisitions, companies have to undergo processes of organization restructuring and streamlining manpower in order to save cost. In the study, the acquisition done by Company P in year 2009 was proven to be successful and the results were reflected in the performance measures four years later obviously. In addition to the great outcome achieved financially, the implementation and integration of corporate culture and organization management performed by the Taiwan subsidiary was even more outstanding. The strategies implementation behind the success of the merger and acquisition executed by Company P is studied and the concluding outcome can share among others in the pharmaceutical industry with the similar goals. The main purpose of this study is to provide insights and references for company future development by examining the topics on how mergers and acquisition of companies can affect the implementation and integration of corporate culture and organization management. In this study, relevant literature were reviewed and related secondary data were collected and supported by the analysis of data from the past mergers and acquisitions done in the pharmaceutical industry. The study would emphasize on following two points: 1.The issues faced by Company P in implementing and integrating corporate culture during the merger and acquisition processes. 2.The model used by Company P in implementing and integrating corporate culture during the merger and acquisition processes, which successfully shorten the processing time needed and prevented the loss of talent. The results of this study can be used as references for the future mergers and acquisitions in the pharmaceutical industry elsewhere.