組織文化契合及員工對原組織承諾影響被併購態度之研究

Abstract

本研究以問卷調查方式來探討組織文化契合及員工對原組織承諾對被併購態度的影響。研究結果顯示併購前後組織文化契合與否對被併購態度具有影響，組織文化愈契合，員工對併購愈支持；組織文化差異愈大，員工對併購愈反對；併購前後個別組織文化，除併購後為權力導向組織文化對併購具有負向影響外，其餘無論是角色導向、工作導向、或個人導向，對併購態度皆無顯著影響。此外，員工對原組織承諾無論為價值努力承諾，或留職承諾對併購的態度皆無顯著影響。根據上述發現，本研究對提高組織文化契合度，縮短彼此間文化差異，以提高併購成功機率提出建議。

This study used questionnaires to explore the relationships between organization cultural fit, the employees’ commitment to their organizations, and the employees’ attitudes toward being merged or acquired by another organization. The results show that the degree of cultural fit between the original employment organization and the new employment organization has a positive effect on the employees’ attitudes toward the merger or acquisition; the more fit between the cultures, the more positive the attitude is toward merger or acquisition; the less fit between the cultures, the more negative the attitude is toward merger or acquisition. Except for power orientation culture, which has a negative effect on the employee’s attitudes, the type of culture in the original and the new organizations has no effect on the employees’ attitudes toward merger and acquisition. In addition, the employees’ commitment to original organizations, whether in value, effort, or retention commitment, has no effect on the employees’ attitudes toward merger and acquisition. Based on these findings, we propose suggestions for increasing cultural fit and reducing culture differences between organizations prior to merger or acquisition, so as to increase the probability of the success of the merger or acquisition.