Acculturated Organizational System and Acquired Technology Integration：The Role of Organizational Culture

[[abstract]]近年來，台灣有越來越多的高科技、生技或是機械產業公司，利用購併取得另一家公司的技術藉以壯大。在學術界，有關購併的議題一直是學者樂於研究的題材，然而只有少部分學者專門針對取得技術為目的的購併加以研究；並且多以流程的觀點切入，因此本篇論文將以融合後的文化為切入點，探討融合後的文化對併購後技術整合的影響。其中又著重在兩大點 : (1) 融合後的文化對併購後技術整合的影響 (2) 融合後的文化會如何影響併購後組織系統對併購後技術整合影響的結果。 本研究以國內四個為取得技術而採取購併策略的個案為研究對象:雷虎購併ACE R/C、雷虎購併Associated、冠捷購併飛利浦顯示器部門、成霖購併Aquanar。並沿用Bannert&Tschirky’s (2004)提出的四大組織系統對技術取得為主要目的的購併案的影響為基礎，加以探討融合後文化對此的干擾效果。本研究採用Yin(1994)之個案研究法了解融合後的文化是如何直接及間接影響併購後技術整合的效率。並得到以下的結論: (1)在四個新定義的融合文化中，Competitive culture最能促進產品技術的整合；Active culture最能促進流程及人力資源的整合。 (2)探討融合後的文化會如何影響併購後組織系統對併購後技術整合影響的結果時，又可將組織系統細分為：制度、組織架構、財務面、以及資訊系統。其中制度面：Cautious culture 會弱化相似的制度對產品整合的正影響；Active culture會強化相似的制度對人力資源整合的正影響。組織架構面：任務導向的組織會強化組織架構對產品與流程整合的正影響；任務導向的組織會弱化組織架構對流程整合的負影響。財務面：Competitive culture會弱化財務不自主對產品整合的負影響。資訊系統面：Educational culture會弱化資訊低相容性對流程及人資整合的負影響。[[abstract]]Under hi-technology competitive environment, getting a new technology quickly helps firms grow constantly. M&A is a popular way to help a firm get a new technology quickly. Thought it is a common way to merge or acquire the targeted company to gain technology capabilities to enhance competitiveness, technology intensive acquisitions are associated with high risks and are vulnerable to failure. The research and practices of technology intensive mergers has ever focused on the process perspective and the factor of failure, but that’s still less. Otherwise, the outcome of mergers and acquisitions is deeply associated with post-acquisition integration. Most research focused on how the cultural difference affects the result of acquiring, and the research about the organizational culture and the integration of the technology intensive acquisitions has been less explored. This paper explores three parts: first, how the acculturated organizational culture affects technology integration in technology intensive acquisitions. Second, drawing from Bannert&Tschirky’s (2004) argument, we discuss how the acculturated organizational system, including practice, organizational structure, finance, and information technology, affects the technology integration. Finally, we’ll discuss how the acculturated organizational culture moderates the relationship between the four dimensions and the technology capability integration. The major findings of this study are： (1)The best culture could improve product integration is competitive culture. The best culture could improve process and human resource integration is Active culture. (2)Cautious Culture could weaken the positive relationship between the practice and the efficiency of the product integration. Active culture would strengthen the positive relationship between the practice similarity and the efficiency of the human resource integration. A task-oriented organization would strengthen the positive relationship between organizational structure and product, and the human resource integration. A relationship-oriented organization would weaken the negative relationship between organizational structure and human resource integration. Competitive Culture would weaken the negative relationship between the financial dependence and the product integration. Educational Culture would weaken the negative relationship between the low compatibility of the information technology of the two firms and the process integration, and the human resource integration.[[note]]碩