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    Title: 企業併購組合, 組織文化變遷對工作績效之影響以員工工作調適為干擾變項
    Other Titles: The effect on employees' performance by combination of M & A and culture change : using work adaptation as a moderator
    Authors: 莊銓培;Chuang, Chuan-Pei
    Contributors: 淡江大學企業管理學系碩士在職專班
    洪英正;張敬珣;Hung, Ying-Cheng;Chang, Ching-Hsun
    Keywords: 併購;組織文化;工作調適;工作績效;M&A;Organization Culture;Work Adapation;Work Performances
    Date: 2012
    Issue Date: 2013-04-13 11:28:51 (UTC+8)
    Abstract: 現今企業面對競爭與成長,為因應新市場、新客戶導向思維的經營模式,在併購時其型態是跨文化、跨市場及跨產業的。公司併購後員工不只面對新舊文化的衝擊、改變及調適,更要面對有形的工作上新舊產品的認知與重新學習、實務流程的改變及外在競爭的重新適應。本研究主要針對有併購經驗企業之人員,探討公司發生併購後,其併購類型對文化變遷及工作績效之影響。並尋求員工工作調適力在其中所扮演之干擾角色。相關的文獻探討包括採用Wallach(1983)組織文化分類,包括創新型、支持型及官僚型,Borman and Motowidlo (1993) 的工作績效理論,包括任務績效與情境績效,以及 Dawis and Lofquis (1984)之明尼蘇達工作調適理論,做為本研究理論基礎及變項依據,進而建立研究架構與假設。本研究之研究目的如下:
    一、探討不同併購組合對組織文化變遷之影響。
    二、探討併購後組織文化變遷對員工績效之影響。
    三、探討員工工作調適是否為組織文化變遷對員工工作績效影響之
    干擾因素。
    本次問卷發放對象為有企業併購經驗之員工,如銀行保險業、電子資訊科技公司、外商公司等為此主要研究對象進行問卷調查。總計發出問卷230份,有效回收樣本為196份,有效回收率為85.2%。其後進行描述性統計分析、信效度分析、差異分析及層級迴歸分析,得到以下重要結論:
    1. 企業併購組合對購併後組織文化有顯著影響。
    2. 不同的企業併購組合在購併後組織文化有顯著差異。
    3. 購併後組織文化與員工工作績效有顯著影響。
    4. 企業併購後員工之工作調適在購併後組織文化對員工工作績效的影響關係上有顯著干擾作用。
    併購後公司可藉由相關教育訓練及透過各種員工激勵活動來提升凝聚力,以達到內化公司知名度,提昇員工對公司之認同度。此外併購後公司應朝向創新型、支持型文化方向發展,將有助於合併後員工在工作上的表現。同時也建議企業合併之後,部門主管應多多注意員工員工個人特質及性向,藉以提升其工作調適力,以提升工作績效。
    Nowadays, the industries are facing competitions and growing. In order to cope with new business model of new market and new customers orientation, the merger pattern will be cross-culture, cross-market, and cross-industry. After merger employees not only have to face the impact and adaptation originating from the change new and old culture, but encounter with acquisition issues of the tangible new and old products, learn about the changing procedures, and accommodate the outside competitions.
    This research focuses on staffs with business merger experiences to discuss the influences of the merger type on the changing of organizational cultures and work performances after the merger. We also look for the moderating role of the staffs’ job adaptability in the event. According to the related literature, we used the organization culture categorized by Wallach (1983) includes: innovative, supportive, and bureaucratic, and the work performance introduced by Borman and Motowidlo(1993) includes mission performance and scenario performance, and we also use the Minnesota theory of work adjustment proposed by Dawis and Lofquis (1984).By all these as the theory bases and variables to establish the research framework and hypotheses. The purposes of this research are as follows:
    1. To discuss the influences of different merger profile have on the changing of organization culture.
    2. To discuss the influences of the changing organization culture after the merger have on employees’ performances.
    3. To discuss whether employees’ work adaption is a moderator that affects the relationship between changing of organization culture and their wok performances.
    The questionnaires were given out to staffs with business merger experiences in banking and insurance, electronic information technology, and foreign capital company as the main respondents. We issued 230 questionnaires and 196 effective samples have returned; the effective sample return ratio was 85.2%. We carried out descriptive statistic, reliability and validity analysis, variances analysis, and hierarchical regression analysis on effective questionnaires and had the following important results:
    1. The business merger profile has significant influence on the changing of organization culture after merger.
    2. Different business merger profiles havesignificant differences on the changing of organization culture after merger.
    3. The organization culture after merger has significant influence on employees’ work performances.
    4. The work adapation of the employees after the business merger has a significant moderating effect on the relationship of organization culture after merger and employees’ work performances.
    By the finding, we suggest that company can increase cohesion through education and training and all kinds of employees’ incentive activities, so as to achieve employees’ internalization of company’s brand popularity and identification. Also we encouragcompanies to march toward innovative and supportive culture for helping the employees’ work performances after merger. Meanwhile we also suggest that the department chief can pay more attention to employees’ characteristic and personalities. This can help increase their adaptation ability and improve their work performance.
    Appears in Collections:[企業管理學系暨研究所] 學位論文

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