A Study on Harmonization of Cultural Differences between Enterprises and Cross–Border Mergers and Acquisitions: The Case of F Group

• Main Authors: Pei-Yin Chu, 朱姵穎
• Other Authors: Yen-Shiang Shih
• Format: Others
• Language: zh-TW
• Published: 2017
• Online Access: http://ndltd.ncl.edu.tw/handle/64nzg3

碩士 === 中原大學 === 企業管理研究所 === 105 === Machine Tool Industry in Taiwan has been developed more than 60 years and played a significant role in the world. However, Taiwan enterprises are faced with the urgent demand of growth and transformation since the competitions between neighboring countries are getting fiercer in recent years. M&A (“Mergers and Acquisitions”) should be a primary way to expand the oversea market for the enterprises according to the worldwide trend. Most of machine tool enterprises in Taiwan have been inherited or taken over by family members and hardly scale up. F Group broadens its business territory rapidly through M&A instead. It is the only Taiwan machine tool enterprise that owns factories in many other countries. The revenue from oversea has reached 80 percent among the total yearly profits of F Group. Regarding M&A, “Management is the most difficult part,” said by F Group Founder. “And culture is the key point to management." At the same time, most of researches about M&A focus on financial, tax and legal issues. There is still lack of enough attention on “Cultural Reconciliation”, which is extremely crucial. The purpose of this study was to analyze cultural reconciliation experiences in cross-border M&A cases of F group, and then to provide enterprises specific recommendations to shorten the run-in and transition time of synergies while working on M&A. Another aim was to offer concrete advises to our government so that companies attempting to develop oversea M&A can get more supports from the government.