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論文名稱(中文) 不同文化之企業於併購後對其品保組織功能定義之研究 - 以台灣某TFT-LCD面板製造公司為例
論文名稱(英文) The Impact of Organizational Cultures to the Quality Department’s Functions for the Merging Enterprises - The Case of a TFT-LCD Enterprises in Taiwan
校院名稱 成功大學
系所名稱(中) 工業與資訊管理學系專班
系所名稱(英) Department of Industrial and Information Management (on the job class)
學年度 100
學期 2
出版年 101
研究生(中文) 廖婉伶
研究生(英文) Wan-Ling Liao
學號 R37981012
學位類別 碩士
語文別 中文
論文頁數 82頁
口試委員 指導教授-王泰裕
口試委員-陳梁軒
口試委員-謝中奇
口試委員-林君維
中文關鍵字 企業文化  併購  企業組織架構  組織功能  TFT-LCD面板  個案研究 
英文關鍵字 Corporate Culture  Merger and Acquisition  Organization Structure  Function of Organization  TFT-LCD panel  Case Study 
學科別分類
中文摘要 在現今競爭激烈,經營環境複雜且快速變遷,科技發展迅速的時代,為能掌握商機及市佔率,併購巳成為二十一世紀非常重要的重要經濟活動之一,有強烈企圖心的企業往往運用併購來獲取技術、人才、產量和市場,以追求快速成長。自從2002年,政府宣示「兩兆雙星計劃」,預期兩項重點產業DRAM 與TFT-LCD 能共同突破兩兆產值,帶動台灣產業升級。然而TFT-LCD面板產業的景氣循環,確是讓政府及企業都相當頭痛之問題。當市場供不應求時,大者恆大,一線面板廠的業績持續上揚;但當市場供過於求時,一線面板廠可能經得起營業額的下滑,但二、三線廠商則面臨巨額虧損,甚至倒閉的狀況。在此產業特性下,併購可以是企業整合資源的重要手段。
2009年底,鴻海大規模佈局面板產業,群創光電正式宣佈與奇美電子及統寶光電之合併,更名為新奇美電子,開啟了面板產業嶄新的一頁。本研究將以新奇美電子為研究對象,針對其成立整合之後,新企業文化對於其整體組織架構及功能設置之影響進行研究,並取其品保單位為主要研究對象,進行深度探討。
本研究首先採用問卷調查方式,依據Cameron and Quinn (2006) 所提出之企業文化類型診斷方法,針對公司合併前後之企業文化進行診斷;進而依據 Eisenhardt (1989) 所提出之個案研究法作為主要方法,並輔以Yin (2003) 所提出之方法來進行個案之探討。
透過本個案研究,首先針對企業文化影響企業營運策略,進而影響企業組織架構及功能設置的理論有了較為明確的應證。此外,本個案研究結果也充分顯示,在併購整合過程中,特別是在以小併大的狀況,企業所採用的不同文化整併適應模式可能引發的衝突及問題,是新文化是否能順利建立及影響整體組織架構及功能設置之穩定度與成熟度的重要關鍵;當整併的過程充滿衝突及摩擦,無法達成一致的共識,沒有共同的價值觀,企業文化無法順利形成,組織架構及功能設置也會因此需要不斷地調整變動,營運失去方向,最後可能致使併購失敗。
英文摘要 In order to grasp the business opportunities and market share in this era with drastic competitiveness, complicated and changing environments, and fast developing technologies, merger and acquisition has become one of the most important economic activities in 21st century. Corporate with strong attempt frequently makes use of merger and acquisition to acquire technology, talents, production capacity, and market share to pursue speedy growth.
In 2002, government declared the plan of 「Two Trillion and Twin Star」, expecting that 2 key industries, DRAM and TFT-LCD, could collectively top the output value of 2 trillion and upgrade Taiwanese industrial environment. However, the cyclical fluctuation in TFT-LCD industry is quite a thorn in the flesh for both government and corporate. During shortage, first tier manufacturers take most of the profits, but while over supply, the first tier companies can afford the glide of revenue, but others may go bankrupt. Therefore, merger and acquisition has become an important approach for corporate integration of resources.
In the end of 2009, Innolux announced the merger with Chi-Mei Optoelectronics and TPO Displays Corp., renamed Chimei Innolux Corporation and opened up a new page for the development of TFT-LCD industry. The present study selects Chimei Innolux Corporation as the object and further takes its quality management function as the primary research subject, looking into how the new corporate culture influences the structure of the organization and function dispatch.
The present study will firstly apply questionnaire to diagnose the organizational cultures of the objective company before and after the merger, based on the measure stated by Cameron and Quinn (2006), and followed by the case study method published by Eisenhardt (1989), supported by Yin’s theory (2003) for a profound probe into the objective company.
Through the investigation of this study, the theory that corporate culture influences corporate strategies, and further affects organizational structures and functions is verified. In addition, the model of culture integration applied during merging and the conflicts resulted from the merger, especially in the case when merging company is smaller than merged company, are the key factors to the establishment of new corporate culture and the stability and maturity of organizational structure and function. Finally, if the process of merger is full of conflicts and frictions, mutual consensus and value will not be able to be secured, new corporate culture cannot be founded, and organizational structure and function needs to be adjusted frequently. Consequently, there will be no direction for overall corporate operation and may result in the failure of the merger.
論文目次 中文摘要 …………………………………………………………………………I
英文摘要 …………………………………………………………………………II
致謝……………………………………………………………………………… IV
目錄…………………………………………………………………………………V
表目錄 ……………………………………………………………………………VII
圖目錄……………………………………………………………………………VIII
第一章 緒論 …………………………………………………………………… 1
第一節 研究動機與目的 ……………………………………………………… 1
第二節 研究問題與限制 ……………………………………………………… 2
第三節 研究方法 ……………………………………………………………… 3
第四節 研究架構 ……………………………………………………………… 3
第二章 文獻探討 ……………………………………………………………… 5
第一節 併購 …………………………………………………………………… 5
第二節 企業文化 ………………………………………………………………15
第三節 企業組織架構 …………………………………………………………24
第四節 文獻探討小結 …………………………………………………………30
第三章 研究方法 ………………………………………………………………31
第一節 研究流程 ………………………………………………………………32
第二節 選擇研究個案 …………………………………………………………33
第三節 資料蒐集方法 …………………………………………………………35
第四節 問卷調查設計及問卷調查執行方式 …………………………………37
第五節 訪談問題設計及訪談對象 ……………………………………………39
第六節 研究方法小結 …………………………………………………………40
第四章 個案研究資料探討與結果分析 ………………………………………41
第一節 個案公司簡介 …………………………………………………………41
第二節 個案公司企業文化與品保組織架構 …………………………………49
第五章 結論與建議 ……………………………………………………………68
第一節 研究結論 ………………………………………………………………68
第二節 後續研究建議 …………………………………………………………72
中文參考文獻………………………………………………………………………73
英文參考文獻………………………………………………………………………75
附錄 A 企業文化診斷問卷調查 …………………………………………………79
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