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|Other Titles: ||The strategy of merger and acquisition for the financial holding company|
|Authors: ||陳金生;Chen, Chin-sheng|
|Keywords: ||金控公司;購併;整合過程;Financial Holding Company;Merger and Acquisition;Integration Process|
|Issue Date: ||2010-01-11 01:42:48 (UTC+8)|
The open steps are faster and faster since the Taiwan has joined WTO. However entering in the face of international financial circles and other industries, both original protections and restrictions do not exist gradually, the competitions are fierce day by day. It is important topical subject that each financial institution in Taiwan should face to upgrade reputation and international competitiveness, the way in which the merger and acquisition are faster than expands on the inside.
Through the “Financial Holding Company Law” had implemented formally in November, 2001, the financial institution of Taiwan will integrate different financial industries under own business by way of the holding company, expand its domain, reach the comprehensive management benefit of stepping industries in the finance, upgrade its competitiveness.
To be aimed at the merger and acquisition strategy of the financial holding company, the researched purpose as below:
1. To be arranged previous documents, then confirmed the holding company that key factors of merger and acquisition integrated process.
2. Regard above-mentioned key factors as main research, in accordance with the case of merger and acquisition of the domestic private holding company try to analyze integrated key factors.
This research adopted the method of case study, probed into the Fubon Holding Company and Taishin Holding Company that inferred integrated reaction during the process of merger and acquisition from any related documents. This research brought up the successful strategies of merger and acquisition, organization culture conflict during the process of merger and acquisition, built up the integrated reaction. Finally, during the integrated process of holding company, the necessary key factors as below:
1. To integrate whole organization structure
2. To integrated operating system
3. To integrated human resource
4. To integrated enterprise culture
|Appears in Collections:||[國際企業學系暨研究所] 學位論文|
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