| Summary: | 碩士 === 國立雲林科技大學 === 企業管理系 === 102 === In response to globalization, cross-border M&A is increasingly being used by firms to go international. Based on Thomson Reuters, cross-border M&A activity totals US$737.8 billion during 2013. However, acquisitions can trigger the disturbances in top management teams. Turnover rates of top managers after a transaction are higher than usual, which is more significant in cross-border M&A. The departure of acquired managers may lessen the value of intangible assets. Thus, key managers need to be retained, especially obtaining skills, brands, or talents as motives for acquisitions.
The paper explores human resources issues in a cross-border M&A in Taiwan, focusing on the retention of acquired top managers, the factors that influence the decision whether top managers stay, and the tactics to aid in resolving retention issues in practice. Johnson Health Tech, which becomes an international brand through cross-border M&A successfully, was selected for case study. Its practices were examined to get a better understanding how to retain top managers effectively. The paper presents related concept specifically, which are as follows：
1.When acquiring a marketing company, top management retention should be an objective of M&A. Thus, acquired top managers should be retained during negotiation.
2.Acquired managers are allowed to have decision-making authority, but scope of authority should be clear, and to acquire shares, even become a partner.
3.“Management by Objectives”is adopted to conquer national culture differences. Meanwhile, it can ensure the cost-effectiveness of incentive payment.
4.Before an acquisition, a good relationship with the acquired managers has built since they had cooperated for a long period.
5.Either formal or informal communication should be valued, considering the feeling of talents. For example, acquiring firms can declare important news in public, spend time being together with the acquired, and arrange recreational activity.
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