企業垂直購併模式之研究

NHUIR > College of Social Sciences > Department of International and China Studies, The M.A. Program of Asia-Pacific Studies and Public Policy Studies > Disserations and Theses(M.A. Program in Asia-Pacific Studies) > Item 987654321/20607

Please use this identifier to cite or link to this item: http://nhuir.nhu.edu.tw/handle/987654321/20607

Title:	企業垂直購併模式之研究
Other Titles:	Model of Vertical Mergers and Acquisitions Study
Authors:	陳仲逸 Chen, ChungYi
Contributors:	亞洲太平洋研究所郭冠廷;傅篤誠 Kuo Kuan Ting;Fuh Duu Cheng
Keywords:	企業購併;成長策略;垂直向上購併;成對比較;控制力 Mergers and Acquisitions;Growth Strategy;Upward Vertical M&A;Pair-wise Comparison;Ability of Control
Date:	1999
Issue Date:	2015-05-11 15:33:29 (UTC+8)
Abstract:	在一般以企業購併為主題的研究中，購併經常被定位為大型企業才較可能採行的成長策略，然而事實上並非必然如此！本研究擬針對企業進行垂直購併之模式與企業的成長過程進行探討，並且著重於企業如何以「垂直向上購併」之方式獲得生存與成長的空間。在研究限制部分，由於本研究所涉及的策略類型相當廣泛，在策略的定義上可能不盡完整。且諸多策略之間的關聯性頗強，在觀念的切割上實屬不易，因而在進行比較時，所採用的標準無法一致。此外，在個案研究部分，因為受到產業特性的影響，即使由單一個案得以驗證本研究之研究結果，還是難以論定本研究結果適用於其他產業與企業。惟本研究對於企業成長的分析方式，仍具有普遍性的參考價值。在研究方法部分，本研究之第二章採用文獻回顧法，從購併的動機理論、法制探討及財務理論等三個部分，蒐集先進的研究成果，並加以整理。第三章則主要以「成對比較」(Pair-wise)的方法，對於本研究所提出的「代工」、「專業化」等13個企業成長策略，以「控制力」強度的觀點做為檢測因子，進行排序，建構出企業「垂直購併」的光譜。而第四章即敘述頂新集團在中國大陸和台灣的發展歷程，並進行前述光譜的驗證。本研究所獲致的結論可以歸納成為三點： (1)從廣義的購併觀之，企業購併的真正意涵應該為「擴大企業的經營版圖」。 (2)企業垂直購併的光譜可以作為企業策略選取的參考；或者用以分析企業所採行的策略，推斷其競爭優勢的強弱。 (3)本研究所列舉之策略類型，實務上並非必須逐一漸進。而本研究的主要貢獻在於：由「垂直向上購併」的觀念所引申出之「以小搏大」的精神與意涵，往上延伸可推及國家競爭的層面，往下則可落實於個人發展的範圍。 In general, Mergers and Acquisitions often appear during the growing path for business. A well-designed series of Mergers and Acquisitions can be referred to in the need of expanding the size of a firm's operations. In this paper, I present a company's growth through vertical M&A, especially in the upward vertical M&A. In Chapter 2, varieties of motives and determinants of Mergers and Acquisitions are introduced. Firms can acquire another firm in search of economic gains. On the spectrum from 0 to 100, in Chapter 3, the broad definition of Mergers and Acquisitions has been developed to include takeovers and related issues such as OEM, Specialization, etc. By the way of pair-wise comparison, I examine these strategies by the ability of control in industry and in other corporations. Then I put these strategies in order and derive the spectrum. One illustrative case is presented to give an insight into the practical application of the model in Chapter 4. By this research, we may find: （1）broadly speaking, Mergers and Acquisitions will expand the size of a firm's operations. （2）the derived spectrum may be used to make the right competing strategies. （3）in this spectrum, the stages are not necessary followed consecutively by each other.G
Appears in Collections:	[Department of International and China Studies, The M.A. Program of Asia-Pacific Studies and Public Policy Studies] Disserations and Theses(M.A. Program in Asia-Pacific Studies)

Files in This Item:

File	Description	Size	Format
index.html		0Kb	HTML	597	View/Open

Loading...