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    Please use this identifier to cite or link to this item: http://tkuir.lib.tku.edu.tw:8080/dspace/handle/987654321/105425

    Title: 台灣銀行業合併之財務績效研究
    Other Titles: The study of financial performance in Taiwan bank mergers and acquisitions
    Authors: 張雅萍;Chang, Ya-Ping
    Contributors: 淡江大學會計學系碩士在職專班
    Keywords: 合併;銀行合併;金融整併;財務比率分析;Merge;the Merger of Banks;Financial Integration;Financial Ratio Analysis
    Date: 2015
    Issue Date: 2016-01-22 14:55:38 (UTC+8)
    Abstract: 銀行合併案各自代表著台灣金融合併史上的不同里程碑,透過銀行合併案的探討,發現合併並不是所有的銀行都有產生預期之綜效,所以,不論為何種型式之併購、合併的計畫是否完善、合併對象的選取、併購後之財務指標績效如何?是否可以創造出「1加1大於2」的效果等,都是左右合併成敗的關鍵因素,是個值得探討的課題。
    The bank mergers in Taiwan represent the milestones in the Taiwan financial history. Through exploring the cases of bank mergers, I found that not every merger has achieved to the extent of what it is expected. Therefore, it is an important issue to discuss whether the different type of mergers has an effect on the bank’s performance and whether the merger brings the synergy to the bank after merger.
    The research aims to study the cases of Taiwanese bank mergers during the second financial and banking reform from 2004 to 2013. The cases are classified as three groups: private-bank-mergers, public-bank-merger-with-private-bank, and public-bank-merges. On the dimensions such as the capital adequacy, asset quality, management and growth, earnings, liquidity, efficiency, management scale, the study uses the financial ratio to analyze the bank’s performance before and after merger.
    The findings of the study are, in general, the asset quality and management scale are performed positively. However, if taking the three classifications of mergers into consideration, the financial performance within the private-bank-mergers group is the better significantly positive, compared with the other two groups. In addition, public-bank-merges group has better financial performance than the group of public-bank-merger-with-private-bank.
    The study suggests that the authority may consider the type of private-bank-mergers as the future policy in order to enlarge the management scale of the merger bank. In addition, while integrating the process of merger, there are perhaps other factors, i.e., the culture difference, the commitments and supports from the Labor union. Thus, more communications with Labor Union are necessary to gain the support and acceptance, which in turn leads the “new” bank work hard to elevate performance.
    Appears in Collections:[會計學系暨研究所] 學位論文

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