A CORPORATE CULTURE VIEW TO THE RELATIONSHIPS AMONG MERGER AND ACQUISITION, ORGANIZATIONAL LEARNING, AND LEARNING PERFORMANCE

• Main Authors: Wen-shih Wu, 吳聞詩
• Other Authors: Wen-kuei Liang
• Format: Others
• Published: 2006
• Online Access: http://ndltd.ncl.edu.tw/handle/06797937806680107419

碩士 === 大同大學 === 事業經營學系(所) === 94 === Reacting to changes of industrial environment and structure, enterprises have to continuously pursue growth and expansion. In order to grow and extend business in the short run, they have to take advance of most efficient avenue. Merger and Acquisition (M&A) is an efficient avenue to acquire resource from others companies and to increase marketing share in business environment. M&A became the main strategy for business to pursue the external growth. In order to take the lead in the world economies, enterprises do their utmost to pursue the growth. Usually there are two options for pursuing growth: one is to reach the internal growth with interior resources and ability-development strategies in the business; the other is to achieve the external growth in business strategy (e.g., M&A and joint venture). This research has four questions: (1) what is the relationship between M&A and organizational learning? (2) What is the relationship between M&A and corporate culture? (3) How does organizational learning affect learning performance? (4) Does corporate culture influence the relationship between M&A strategy and organizational learning? This study is carried out through literature review, questionnaire survey, secondary data collection, and interviews. The responses from the survey are acquiring firms that are permission on M&A statistics of Fair Trade Commission from Year 2000 to Year 2005. The study conducts an in-depth and semi-structured interview with a top management from Acer Inc. to capture the full picture of the process and outcome of international merger and acquisition strategy. There are three important findings in this study: (1) The M&A strategies that company adopts have significant effect on organizational learning. (2) Organizational learning positively affects learning performance. (3) Corporate culture encourages the relationship between M&A and organizational learning. Firms’ motives of M&A have an impact on organizational learning, but types of M&A have no significant effect on it. Both interactive learning capability and new knowledge & technology have positive influence on learning performance. Moreover, types and differences of corporate culture affect organization learning. There are many problems, result from greatly cultural difference on implementation of organizational learning. Conversely, the less differences and higher similarity of culture in acquiring and acquired firms are inspired factors in organizational learning. According to a series of fine interaction and learning process, firms improve learning performance continuously. Therefore, corporate culture plays a crucial rule. It is hoped that this study would provide a meaningful framework and understanding of the current phenomenon for researchers to further related M&A issues.