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研究生:施國生
研究生(外文):Kuo-Sheng Shih
論文名稱:美式管理模式在台子公司之擴散探討-以美商史丹利集團跨國併購偉全公司之研發單位為研究實例
論文名稱(外文):The Study of American Style Management Diffusion in Taiwan Subsidiary- Using The Stanley Works Multinational Acquiring Besco Pneumatic Corp. R&D Department as the Research Case Study
指導教授:簡士超簡士超引用關係
學位類別:碩士
校院名稱:逢甲大學
系所名稱:經營管理碩士在職專班
學門:商業及管理學門
學類:企業管理學類
論文種類:學術論文
論文出版年:2008
畢業學年度:96
語文別:中文
論文頁數:75
中文關鍵詞:關係強度諮詢網絡併購國家文化意見領袖擴散
外文關鍵詞:Country CultureDiffusionM&AOpinion LeaderGuanxi IntensityInquiry Network
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近年來,由於全球化、國際化的形成,導致世界競爭愈趨於透明。國際間的併購(M&A)成為壯大公司、獲取品牌、擴大市佔率、垂直水平整合、取得研發中心、亦或是擴展生產基地的最直接策略方式。近幾年的個案,有為數不少案例除了檯面上的併購外,背後有隱藏了整合上有難度的國家文化差異、管理模式之擴散、員工意見領袖等等。本研究個案探討的對象是美商企業在跨國企業併購台資企業後,在台資企業進行美式管理之擴散反應與文化衝擊問題。
根據Rogers (1995, 2003)的擴散理論指出,採用的過程近似於常態分配,本研究個案以擴散理論,探討併購後總公司擴散美式管理策略與方法到子公司的過程與擴散理論S曲線的差異。而在擴散的過程中所遭遇到的西方個人主義與東方集體主義的國家文化衝擊。華人文化深受儒家思想的影響,形成以家為中心,並以關係(Guanxi)架構的組織運作,而西方文化則是以科學與效率為依歸,雖然台灣長期受到美國文化與管理模式的影響,但是先天觀念的養成卻是從基礎教育就已經根深蒂固的形成。
企業的整合是否成功,往往取決於被整併公司員工對於新入主的管理策略及方法是否能全盤接受或是持反抗的態度。本研究以質性個案研究深度訪談法來探討美商總公司欲擴散其美式管理策略與方法到子公司的反應,以及以總公司的角度看待研發部門,與訪問對象之間實際關係的對照。發現總公司所倚賴要執行擴散的員工,並非關係的核心(意見領袖),而關係強度最強的員工則成為落後者,導致擴散的進行緩慢。美國總公司的正式組織結構,受到個人主義觀念的影響,與實際關係及諮詢網絡有著相當的差異。而總公司欲貫徹的美式管理策略與方法,並無法透過意見領袖而引爆Rogers擴散理論的關鍵多數(Critical Mass)。在本研究的探討案例中,實際員工關係則顯現出弱組織、強連結(Weak Organization and Strong Linkages)現象,而由人際關係與諮詢網絡所交織出的現象發現,除了人際關係外,專業依賴的諮詢網絡亦為關鍵。
併購前針對文化衝擊的實地審查著實重要,而併購後的擴散進行除了原有的組織外,必須透過人際關係與諮詢網絡推行。
Recently, because of globalization and internationalization, competition of business in between countries has been more and more transparent. International Merge & Acquisition (M&A) has become the most direct strategy to enlarge enterprises, acquire brand names, expand market share, vertical & horizontal integration, acquiring research centers and factory expansions. Recent multinational M&A reveals that these cases have more problems underneath the table such as country cultures differentiation, diffusion of management type, and opinion leader employees that increase the difficulties to integrate. This case study is to research the phenomenon and issues of diffusing American style managing into a Taiwanese corporate, after an American corporate multinational acquiring a Taiwanese corporate.
According to the Diffusion Theory of Rogers (1995, 2003), the adoption is close to normal distribution. This case study has used the diffusion theory, to understand the difference between the “S curve” and the American style managing strategy and manners diffusion after the acquisition. During the diffusion, the country culture impacts between the western individualism and eastern collectivism. Chinese culture is affected deeply by Confucianism, and organizations are functioned as family styles. Western culture is based on science and efficiency. Although Taiwan has been affected by American culture and management style long time, but the nature of the culture is ineradicable.
To judge an integration success or not in an acquired corporate, is determined by fully accepting the new management or not. This case study is to understand the acquired company reaction of American style managing strategy and manners by using qualitative interview, and also to recognize the relationship (Guanxi) understanding difference between the mother company’s point of view and actual. The research finds the employee that the mother company assigned to diffuse was not the core of relationship (opinion leader), the actual person who had high Guanxi intensity was a lagger, leading to a slow diffusion. The American Headquarter official organization structure was affected by individualism, and has a big difference comparing to the actual relationship (Guanxi) and inquiry network. The American style managing strategy and manners could not be diffused by the opinion leader to detonate the critical mass of Rogers’s diffusion theory. The case study also reveals a “Weak Organization and Strong Linkages” in the actual employee relationship, and the network created by “Guanxi” and “Inquiry Network” also indicates that the inquiry network for professional dependency is also crtitcal besides relationship.
Culture due diligence before M&A is extremely important and the diffusion after M&A has to work through Guanxi and Inquiry network, not through the organization only.
目 錄
第一章 緒論 1
第一節、 研究動機及背景 1
第二節、 研究目的 4
第三節、 研究範圍及對象 5
第四節、 研究限制 7
第五節、 研究流程與論文架構 8
第二章 擴散與文化在管理上相關文獻探討 9
第一節、 擴散的概念 10
第二節、 擴散之相關理論 12
第三節、 影響擴散的因素 15
第四節、 台灣與美國在文化與管理上的差異 22
第三章 研究方法與設計 32
第一節、 研究方法與架構 32
第二節、 深度訪談(QUALITATIVE INTERVIEW) 35
第四章 史丹利集團併購偉全企業個案探討 39
第一節、 產業環境概況 39
第二節、 史丹利集團(緊固件事業部)背景 41
第三節、 偉全企業股份有限公司背景 44
第四節、 史丹利集團與偉全公司的合作背景 47
第五節、 受訪對象背景資料與深度訪談摘要 48
第五章 研究發現與管理意涵 56
第一節、 研究發現 56
第二節、 管理意涵 66
參考文獻 69
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