|標題:||Establishing a Value-Creation Model on Mergers and Acquisitions: An Integrated Strategy Approach|
Stacy Huey-Pyng Shyu
Department of Management Science
|關鍵字:||e化企業業務流程再造;企業併購;競爭優勢;價值創造;組織契合;e-Business process reengineering;Merger and acquisition;Competitive advantage;Value creation;Operation fit|
The aim of this article is to emphasize strategic business process reengineering perspective to better understand the sources of value creation in acquisitions. Moreover, an integrated approach embraces conceptual viewpoint with resource based view, relational approach, and Porter's five forces are employed as a guideline for managers to formulate value-creation models aligned with strategic e-business process reengineering projects when pursuing M & A strategies. A qualitative research is employed to explore the business scenarios which involved the inference of an integrated strategy theory derived from a detailed M&A case study. The approach of this paper is to state a comprehensive strategy formulation process guided by three sections: a case study to show the importance of value creation via operation fit between acquiring firm and acquired firm, business process reengineering initiative, and integrated application of the strategic business reengineering to create value in pursuing M&A strategies. Finally, the leading company outperforms among the competitors in terms of market share and global brand creation. To develop sustainable competitive advantage, executives must understand the true nature and mechanisms which drive the organization fit process, value creation through M&As and the consequent reengineering projects (such as e-projects to facilitate the knowledge sharing) for enhancing the post-merger performance and sustaining the company's competitive advantage. The originality of this study is to propose an integrated strategic approach for corporate mergers and acquisitions. Managers need to understand the sources of value creation in acquisitions derived from strategic points-of-view and what they mean for B2B (Business-to-Business) management performance. This justifies the need for better guidelines for operation fit through examination organizational value creation in M&A (Mergers & Acquisitions) context in response to a complex business environment in mature industries, as well as the key strategic elements when formulating business and technical BPR (Business Process Re-engineering) aligning with strategic fit. The discussion also raises awareness regarding the importance of strategic logic, correct interpretation of integrated strategic concepts and guidelines to business practice.
Chiao Da Mangement Review
|Appears in Collections:||Chiao Da Mangement Review|
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