The Role of Organizational Changes in Alliances and Acquisitions

• Main Authors: Chia-HsiangLi, 李嘉祥
• Other Authors: Chiung-Hui Tseng
• Format: Others
• Language: zh-TW
• Published: 2016
• Online Access: http://ndltd.ncl.edu.tw/handle/79332220401494723252

碩士 === 國立成功大學 === 高階管理碩士在職專班(EMBA) === 104 === SUMMARY This thesis investigates the role of organizational changes in alliances and acquisitions. Through the process approach of the qualitatitive research, this study attempts to explore in-depth: 1.Changes in the focal company’s business characteristics and organizational structure along its corporate history (through archival data gathering) 2.Interactions between organizational changes and the use of alliances and acquisitions (through personal interviews with top managers) 3.How those changes that the focal company had made could be helpful to subsequent alliances and acquisitions, and thus in turn to the overall organizational growth. It is found that alliances and acquisitions indeed are two useful strategies for the situations when there are high entry barriers and when rapid expansion is key to market success; furthermore, organizational changes and the adoption of the NUD principle did facilitate the selection of suitable partners or targets and establishment of effective monitoring functions, thus ensuring a higher success rate of alliances and acquisitions.