跨國銀行企業購併組織文化融合之研究-以英商渣打銀行購併新竹國際商銀為例

Abstract

在面對瞬息萬變、競爭更為激烈的金融環境中，銀行為了維持其競爭力與市占率，常常採取購併的策略，不斷的擴大市占率，尌正面而言，可以節省公司拓展通路之時間，增加公司的競爭力，負面而言，可能會造成公司過度擴張，導致公司融合不順；然而，當銀行進行購併時，是否因為其組織文化的不同而產生不同的理念，亦或是因此產生管理不適應，或是行政效能不彰的情況。本研究以問卷調查方式來分析跨國銀行購併前後組織文化融合問題的探討。由於組織文化融合牽涉甚廣，針對最常出現的問題進行問卷設計，並針對其原屬渣打銀行及新竹商銀之員工，針對此三大議題：1.組織經營理念2.組織管理風格3.組織行政效能，進行分析，探討在購併發生前後，該員工對於此三大議題之認同程度是否存在顯著差異。 研究結果顯示1.原屬渣打銀行及新竹商銀員工，對於合併前原屬組織之經營理念普遍比合併後得到較大的認同；2.原屬渣打銀行與新竹商銀員工在合併前對原屬組織管理風格認同度較高；3.原屬渣打銀行與新竹商銀員工在合併前對原屬公司的行政效能肯定程度較高。

When facing with dynamic and highly changeable financial environment, banks usually adopt acquisition strategy to maintain their core competency and market share. Positively speaking, they save the time spent on expanding distribution channel by taking this action, thereby increasing the core competency of the company. From the other point of view, it is possible for companies to over expanding and bring about some obstacle on the road of company merger. However, it’s worth to discuss the issue that whether the disparity in organization culture relates to different managerial style. Besides, is there any consequences of tough management accommodation and administration inefficiency? This research adopts questionnaire survey measures to explore the organization culture integration in scenarios of pre- and post- acquisition by multinational banks. Due to the wide field which organization culture integration involves, this research focuses on the common problems experienced by companies to do questionnaire design. Using employees in former Hsinchu International Bank and Standard Chartered Bank as research observations, this research examines if there’s significant differences in the degree of identifications towards the three issues, which are organization managerial concepts, organization managerial styles and organization administrative efficiency, experienced by employees between pre- and post- acquisition scenarios. The result of this research shows: 1. Employees of former Hsinchu International Bank and Standard Chartered Bank identify the organization managerial concepts of pre-acquisition scenario more. 2. Employees of former Hsinchu International Bank and Standard Chartered Bank identify the organization managerial styles of pre-acquisition scenario more. 3. Employees of former Hsinchu International Bank and Standard Chartered Bank agree the organization administrative of pre-acquisition scenario efficiency more.