盧信昌臺灣大學：國際企業學研究所辛怡萱Hsin, Yi-HsuanYi-HsuanHsin2007-11-282018-06-292007-11-282018-06-292004http://ntur.lib.ntu.edu.tw//handle/246246/60271He who receives an idea from me receives instruction himself without lessening mine; as he who lights his taper at mine receives light without darkening me. by Thomas Jefferson Ernest & Young quoted the adage in their submission on knowledge economy to the New Zealand Government. Thomas Jefferson’s comment, echoing the nature of knowledge sharing, was made before the term knowledge economy became popular. However, knowledge did not emerge as the most strategically-significant resource of the firm (Grant, 1996) until the 1990s. This research explores knowledge in two dimensions: knowledge creation and knowledge transfer. To understand how knowledge is created, we simulate a situation: on a real-time, online bulletin board, the members in the team can work together to solve problems. During the solving process, knowledge is created through interaction and also transferred. In addition to the theoretic hypothesis, this research tries to look at the M&A process, which involve knowledge transfer in various forms: documentation, face-to-face, and even talents transfer. This study sent 154 questionnaires to the public listed companies in Taiwan with M&A experience in 2000 to 2002. 17 survey forms were returned, and we tried to link their integration (knowledge transfer) process with the success of the M&A cases. To complement the intricate elements unable to be caught in the questionnaire, two case studies were conducted. From the survey and interviews, that human factor is confirmed to play the most important part in knowledge transfer.Contents Chapter One Introduction 1.1 Research Background…………………………………………………….…… 1 1.2 Observation of Empirical Case…………………………………….………… 4 1.3 Research Objectives……………………………………………….…………… 6 1.4 Research Flow………………………………………………………………….. 7 Chapter Two Literature Review 2.1 Definition of Knowledge…………………………………………………………8 2.2 Knowledge Transfer vs. Technology Transfer………………….…………….. 11 2.3 Knowledge Transfer and Knowledge Transfer Mechanism……...……….… 14 2.4 Knowledge Transfer Barrier……………………………………….……......…19 2.5 Measurement of Knowledge Transfer…………………………….………..….22 2.6 Knowledge Transfer in M&A ……………………………………….…………27 Chapter Three Simulation of Knowledge Creation 3.1 Framework …...…………...…………………………………………..……….. 32 3.2 Modeling……………………………………………………………………….. 38 3.3 Analysis………………………………………………………………………….40 3.4 Results…………………………………………………….……………............. 42 3.5 Summary…………………………………………………………..….………... 45 Chapter Four Survey of Knowledge Transfer in M&A 4.1 Introduction…………………………………………………………….……….48 4.2 Design……………………………………………………………………………49 4.3 Dependent Variable……………………………………………………….……49 4.4 Independent Variables………………………………………………….………50 4.5 Results ………………………………………………………………….……….54 Chapter Five Case Study 5.1 Cast Study I……………………………………………………….…………..…65 5.2 Case Study II……………………………………………………………….....…71 5.3 Comparison of Two Cases…………………………………………………...…74 Chapter Six Conclusion, Discussion and Suggestions 6.1 Conclusion…………………………………………………………………....…76 6.2 Discussion……………………………………………………….…..……..……78 6.3 Suggestions…..………………………………………………….…..…..………82 REFERENCES…..………………………………………..…83 APPENDIX Appendix I Key Performance Indicators of M&A Activities…………….….…91 Appendix II M&A Cases From the Year of 2000 to 2002………………………95 Appendix III Survey Results…………………………………………………....107 Appendix IV Questionnaire (Survey Form)……………………………………110 Lists of Tables Table 2.1 Technology vs. Knowledge………….………....…...12 Table 2.2 SEIC Model…………….…………………….……..17 Table 2.3 Motives for M&A Activities……………….………..28 Table 3.1 Simulation Result, P1=0.5, P2=0.25……….………..42 Table 3.2 Simulation Result, P1=0.5,P2=0.5….....…………….42 Table 3.3 Simulation Result, P1=0.5,P2=0.75….......………….43 Table 3.4 Simulation Result, P1=0.25,P2=0.5….......………….43 Table 3.5 Simulation Result, P1=0.5,P2=0.5….....…....……….44 Table 3.6 Simulation Result, P1=0.75,P2=0.5….....…..……….44 Table 3.7 Comparison Table-1………………………….……..46 Table 3.8 Comparison Table-2………………………….……..46 Table 4.1 Correlation Matrix…………..……………………...64 Appendix III Table 4.2 Industry Category…………………….………........107 Table 4.3 Same/Different Businesses of the Acquirers and the Acquired…………………………..……………….107 Table 4.4 Location of the Acquired…...………………………107 Table 4.5 Experience in M&A………………………………..108 Table 4.6 Interaction Methods ………………………………..108 Table 4.7 Frequency of Communication...…………………....108 Table 4.8 Layoff…………………………………….……...…108 Table 4.9 Who Leads the Integration…...……………………..109 Table 4.10 Post-merger Arrangement.……...……………....…109 Lists of Figures Figure 1.1 Research Flow…..……………………...…………...7 Figure 2.1 Knowledge Utilization Process…………...…….…16 Figure 3.1 Problem Solving and Analyzing Process……….....41 Figure 4.1 Motives for M&A…………………………………58 Figure 4.2 Employees at the Acquirer Sent to the Acquired: High-ranking Officers………….…………..…..…60 Figure 4.3 Employees at the Acquirer Sent to the Acquired: Middle Managers….…………....…………..…….61 Figure 4.4 Employees at the Acquirer Sent to the Acquired: Professional Staff….…………….…..……..…..…62 Figure 6.1 Factors Related to Knowledge Transfer or Knowledge Creation…………………………...………………77520840 bytesapplication/pdfen-US人力資源知識移轉知識創造Human ResourcesKnowledge TransferKnowledge Creationthesishttp://ntur.lib.ntu.edu.tw/bitstream/246246/60271/1/ntu-93-R90724086-1.pdf