| Summary: | 碩士 === 國立臺北大學 === 企業管理學系 === 106 === As global mergers and acquisitions continue to expand rapidly, huge mergers and acquisitions have also increased the amount of global M&A transactions. To enhance corporate competitiveness and gain greater market influence, Taiwanese companies have also actively participated in M&A activities to enable them to grow rapidly. Today, mergers and acquisitions have become an important strategy for business development. This study combines the enhance application of mergers and acquisitions with aesthetics and discusses the relationship among organizational culture and employee recognition in the context of mergers and acquisitions.
This research object has employees who have participated in M&A experience and who are currently or have worked for M&A companies, because the employees with M&A experience can actually describe the direct experience of the M&A process. Questionnaires were issued using the method of purposive sampling, and 370 questionnaires were sent out for the Taiwanese population who had undergone the M&A process. There were 282 valid questionnaires, and the effective recovery rate was 76%. This study adopts a hierarchical regression analysis. The results of the study show that " M&A aesthetics " has significant differences with respect to "employee recognition", and that "organizational culture" does have a distracting effect but doesn’t have an interactive effect. The hypothesis established is:
(1) The “Benefits aesthetics” in M&A aesthetics has a significant correlation with employee recognition.
(2) The organizational culture has a significant impact on the employee recognition.
(3) The organizational culture has a mediating effect on the M&A aesthetics and employee recognition.
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