| Summary: | 碩士 === 淡江大學 === 管理科學學系企業經營碩士在職專班 === 102 === Over the last decade, international pharmaceutical companies had broadened their product lines, expanded market share and consolidated the leading position in the industry through mergers and acquisition. After the acquisitions, companies have to undergo processes of organization restructuring and streamlining manpower in order to save cost.
In the study, the acquisition done by Company P in year 2009 was proven to be successful and the results were reflected in the performance measures four years later obviously. In addition to the great outcome achieved financially, the implementation and integration of corporate culture and organization management performed by the Taiwan subsidiary was even more outstanding. The strategies implementation behind the success of the merger and acquisition executed by Company P is studied and the concluding outcome can share among others in the pharmaceutical industry with the similar goals.
The main purpose of this study is to provide insights and references for company future development by examining the topics on how mergers and acquisition of companies can affect the implementation and integration of corporate culture and organization management. In this study, relevant literature were reviewed and related secondary data were collected and supported by the analysis of data from the past mergers and acquisitions done in the pharmaceutical industry.
The study would emphasize on following two points:
1.The issues faced by Company P in implementing and integrating corporate culture during the merger and acquisition processes.
2.The model used by Company P in implementing and integrating corporate culture during the merger and acquisition processes, which successfully shorten the processing time needed and prevented the loss of talent.
The results of this study can be used as references for the future mergers and acquisitions in the pharmaceutical industry elsewhere.
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