| Summary: | 碩士 === 國立中正大學 === 勞工所 === 98 === When multinational corporations enter the emerging markets, they always increase their market share by merger and acquisition, therefore gain the competitive advantage. However, successful merger and acquisition are rare mostly due to the personnel issues; the root causes of failing to manage people after merger include that the corporate leaders focus on financial and marketing performance rather than systematical and cultural integration, insufficient communication, and cognitive difference.
Former researches on acquisition mostly analyzed the organizational transition of multinational corporation in the perspective of human resource management, and only very few of them studied on the industrial conflict and reconciliation caused by organizational change. This research performed a case study on a Taiwanese company which is acquired by U.S. corporation to explore the industrial conflict in this kind of businesses. The research framework is based on Pondy’s dynamics of a conflict episode in the organizational conflict concepts and models, the organizational change and interaction are divided to five stages: latent conflict, perceived conflict, felt conflict, manifest conflict, and conflict aftermath.
To explore the main factors causing the industrial conflict, this research interviewed the key personnel to know their perspectives and feelings, along with the negotiation process highlights during the organizational change, to clarify and discuss the conflict reconciliation strategies of both sides.
The findings shows that the key point to settle the industrial conflict after acquisition falls on the manager’s organizational control and positive perspective on conflicts. The following conclusion is the cause and solution to each stage of conflicts: 1. Rebuild psychological contract to reconcile latent conflict; 2. Apply procedural justice to eliminate cultural and systematical differences; 3. Respect labor union’s conditioning and balancing functions to protect labor rights; 4. Establish greater objectives and visions to reconcile the conflicts.
Conflicts indeed convey the necessity of change to the managers, but how to make multinational corporations to put original managerial patterns away? Leaders of subsidiary companies must be supported and trusted, while the parent companies should be open and positive to organizational conflicts, realizing that the conflicts are valuable in improving the organization. Parent companies should empower the managers of subsidiary companies, and focus on the factor and its strategic solutions.
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