The Study of Financial Performance in Taiwan Bank Mergers and Acquisitions

• Main Authors: Ya-Ping Chang, 張雅萍
• Other Authors: 徐志順
• Format: Others
• Language: zh-TW
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/cc3p2e

碩士 === 淡江大學 === 會計學系碩士在職專班 === 103 === The bank mergers in Taiwan represent the milestones in the Taiwan financial history. Through exploring the cases of bank mergers, I found that not every merger has achieved to the extent of what it is expected. Therefore, it is an important issue to discuss whether the different type of mergers has an effect on the bank’s performance and whether the merger brings the synergy to the bank after merger. The research aims to study the cases of Taiwanese bank mergers during the second financial and banking reform from 2004 to 2013. The cases are classified as three groups: private-bank-mergers, public-bank-merger-with-private-bank, and public-bank-merges. On the dimensions such as the capital adequacy, asset quality, management and growth, earnings, liquidity, efficiency, management scale, the study uses the financial ratio to analyze the bank’s performance before and after merger. The findings of the study are, in general, the asset quality and management scale are performed positively. However, if taking the three classifications of mergers into consideration, the financial performance within the private-bank-mergers group is the better significantly positive, compared with the other two groups. In addition, public-bank-merges group has better financial performance than the group of public-bank-merger-with-private-bank. The study suggests that the authority may consider the type of private-bank-mergers as the future policy in order to enlarge the management scale of the merger bank. In addition, while integrating the process of merger, there are perhaps other factors, i.e., the culture difference, the commitments and supports from the Labor union. Thus, more communications with Labor Union are necessary to gain the support and acceptance, which in turn leads the “new” bank work hard to elevate performance.