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題名 | 臺灣銀行業購併成效及關鍵成功因素之分析=The Performance Evaluation and Critical Success Factors for Bank Mergers and Acquisitions in Taiwan |
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作者 | 李竹芬; 張麗娟; 嚴永倫; | 書刊名 | 聯大學報 |
卷期 | 3:1 民95.06 |
頁次 | 頁31-53 |
分類號 | 562.29 |
關鍵詞 | 購併; 銀行業; 成效; 關鍵成功因素; Mergers and acquisitions; Banking; Performance; Critical success factors; |
語文 | 中文(Chinese) |
中文摘要 | 本研究旨在檢視國內銀行業購併案的成敗表現,並分析影響購併成功的關鍵因素。研究樣本為1995年至2002年間在國內發生的30件銀行購併案例,透過專家訪談及郵寄問卷兩種調查法來進行分析。研究結果顯示,有73%的購併案例大致上已成功達成當初所設定的購併目標,被評估為成功。而一般主併銀行在從事購併活動時,確實考量到多重購併目標,依目標被考量的次數排序,分別為「增加營業據點」(93%)、「擴大市場佔有率」(87%)、「配合政府政策」(80%)及「降低營運成本」,提高利潤(67%),其中,以前三項目標被達成的程度最高。此外,我們發現影響主併銀行購併之成敗,係受到多項關鍵因素的共同影響,而非單一項因素即可決定。至於購併成功關鍵因素的重要程度方面,研究結果指出,在事前規劃階段時,以「順應進行購併的環境」、「擬定符合策略的購併目標」及「成立跨部室評估小組擬定整體計劃」三項,依序位居重要排名之前三名;在事中實行階段時,分別為「目標公司資訊的完備性、其配合度及事務透明度的高低」、「購併契約內容研擬與購併談判重點的掌握」及「在購併前對雙方員工的溝通與宣導」三項;在事後整合階段時,「組織結構的重組」的重要性排名第一位,「資訊系統與內部作業流程的協調統整」排名二,「經營團隊權力分配的規劃」排名第三。 |
英文摘要 | This paper investigates the impact of mergers and acquisitions on the acquiring firm’s performance and the critical success factors affecting the achievement of merger objectives based on a sample of 30 merger cases collected form domestic banks during 1995-2002. Using the survey method (including interview survey and mail survey), our findings indicate that 73% merger cases are considered to be successful in respect of the accomplishment of their original goals for participating in a merger and that managers do pursue multiple objectives for merger activity. Furthermore, the most dominant goals set by acquiring banks, in rank order of their frequency, are “expanding service area” (93%), “increasing market share” (87%) and “implementing a government policy” (80%),and “achieving cost savings and profitability” (67%), respectively. Of those, the top three are most successfully achieved. Besides, we find that the success or failure of a bank merger is jointly influenced by multiple factors. Furthermore, the three most important factors for merger success with relative descending importance are “complying with the merger environment,” “setting the merger targets conforming to the company’s strategies” and “setting up a cross-departmental appraisal team to plan for the merger” at the planning stage; “the target company’s cooperation, information disclosure and transparent operation,” “controlling the terms of merger agreement and grasping the key points for negotiation” and “reinforcing the communication with personnel prior to the merger” at the due diligence stage; “restructuring institutional organization,” and “adjusting and integrating information system and internal operation process” and “arranging distribution of management’s power” at the consolidating stage. |
本系統之摘要資訊系依該期刊論文摘要之資訊為主。