• 한국전자거래학회지
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• 제19권1호
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• pp.95-118
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• 2014

정보산업이 발전함에 따라 전략적 동맹과 인수합병은 매우 중요한 전략적 의사결정으로 인식되어 왔다. 이러한 중요성에도 불구하고 전략적 동맹과 인수합병 가운데 어떤 지배구조를 선택해야 보다 높은 기업성과를 도출할 수 있는가에 대한 연구는 매우 미미하였다. 본 연구에서는 전략적 동맹과 인수합병 선택에 영향을 미치는 주요 지식자원의 유형을 도출하고 이들 지식자원 간의 상호보완성 구조가 어떻게 전략적 동맹과 인수합병 선택에 영향을 미치는가를 분석하였다. 본 연구는 학문적 관점에서 보면 지식자원 간의 상호보완성 구조 파악 및 검정을 위한 새로운 방법론을 기반으로 지식자원의 유사성과 비유사성에 한정된 기존 연구의 한계를 극복 할 수 있는 새로운 연구 프레임웍과 방법론을 제시하였으며 이를 통해 지식경영 및 전략적 동맹과 인수합병 선택 연구에 일정 정도 기여를 하였다. 실무적 관점에서 보면 경영자로 하여금 전략적 동맹을 선택할 것인지 아니면 인수합병을 선택할 것인지에 대한 구체적인 의사결정 기준을 제공하였다는 점에서 그 의의가 있다.

• 지식경영연구
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• 제14권1호
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• pp.95-119
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• 2013

Although merger and acquisition (M&A) has been considered as an important means to improve firm performance, most prior empirical research have failed to prove the relationship between M&A and firm performance. In order to fill this gap, this study attempts to identify the effect of M&A on firm performance based on knowledge resources relatedness and complementarity theory. For this purpose, this study examines complementarity patterns of knowledge resources and their impacts on acquirer's performance using M&A announcements of electronic commerce industry from 2001 to 2007. The results of this study indicate complementarity among knowledge resources are positively related with acquirer's market value. This study contributes to expand knowledge management research by identifying the relationship among knowledge resources and their impacts on firm performance.

• 유통과학연구
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• 제18권6호
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• pp.57-62
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• 2020

Purpose: The present study offers merger and acquisition (M&A) strategy based on prior studies to assist the organizational practitioners in two companies' cultures. In the analysis, a M&A plan to guide the evolving principles was created by present authors using change management model. Research design, data, and methodology: The successful M&A integration is setting goals, reconfiguring the cultural systems to align them with business goals. The employees must be involved, particularly with organizational change. Both companies also ought to undertake employee training following the resolving of worries and needs of employees. Finally, restructuring can include the moving of employees from areas where they may be struggling. Result: Discussing and trying to come to an agreement over which mode of acculturation would be most suitable in that particular state is the main focus. Practitioners of both Company A and Company B might find it much simpler to continue their focus and dynamism in the process of cultural integration. Conclusions: We believe that our approach adds an insight in the M&A literature. Managers at all levels of both organizations must take part in the process of M&A for both organizational cultures to come in sync and for change to take place.

• 유통과학연구
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• 제17권1호
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• pp.47-56
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• 2019

Purpose - This case study illustrates the story of eBay Korea, which owns two most leading Korean open market companies, AUCTION and Gmarket. The main concerns are to take over the Korean top domestic companies one by one, then, emerge these two giants through its well-developed post-merger Integration by eBay, an American multinational corporation. Research design, data, and methodology - This case explores various secondary resources such as periodicals, annual reviews, magazine, news articles, commentaries, even some interview materials related to 'eBay Korea' and industry source on condition of anonymity based on the critical reviewing of existing studies on these topics as well. Results - The findings of this study show the merger and acquisition of two market leaders in Korea is the only successful case in Asian Markets. The eBay's choice of entry mode is appropriate considering the timing, synergy and efficiency by sharing their resources. Conclusions - This study examines the successful entry and settlement process of foreign, multinational company through mergers and acquisitions in the Korean market. This would be a valuable in the studies of International Business and Global entry or distribution strategy in the e-commerce and open market dealing with M&A and its post-merger integration.

• 산업융합연구
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• 제13권4호
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• pp.11-28
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• 2015

A company have to grow constantly. If a company does not grow and stagnant, it will be finally out of the market. The contemporary companies fully make use of M&A to search for new growth engines. The reason of companies using M&A as a important tool of a business strategy is the fastest way to achieve technology power, market power, competitiveness. The form of M&A was that leading companies take over smaller companies or merger and acquisition between small companies in the middle of 2000. But now, Mega mergers between industry leading companies often occur and especially domestic of course M&A of foreign companies occurs actively. These days the boom of stock market and the big companies are pouring on sale by restructuring, privatization and the basis of low interest will make the M&A market continuously. In this study, I suggest a solution of actual human resources management by analyzing proven M&A cases and search for various problems of a gap in the leadership and communication in connection with integration of organization culture after M&A. First of all, I arrange the theoretical concept of the subject and analyze the key factors of the success M&A cases, lastly I suggested a HR strategy after M&A. After M&A, HR strategy is ; First, a company have to build a organization culture which is that merger company accommodate a excellent organizational characteristic of predecessor company with consideration of culture difference. Second, M&A must proceed to remove of anxiety about the future and employment stability by excellent leaderships. Third, organization integration after M&A is influenced by the level of integration for that reason it was verified that M&A have to make progress by communication of each 2 organizations.

• 경영정보학연구
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• 제3권2호
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• pp.387-398
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• 2001

Effectively integrating information systems in mergers and acquisitions of large organizations can be critical to merger success. But the general literature on M&A focuses on the financial aspects of the acquisition process, rather than on the subsequent process of integration. This paper analyses the case of information systems integration in a merger of two Korean manufacturing organizations, and explores the factors influencing IS integration in M&A in Korea. To analysis this case and find factors affecting IS integration success, we use MIT'90s schema (framework) by Scott Morton that consists of 5 dimensions (strategy, processes, structure, individuals/roles, and technology). From the results of this case study, we found 13 factors and 14 propositions influencing IS integrations performance in M&A in Korean companies. This research helps the company to avoid mistakes and to manage IS integration in M&A. Also this study provides guide line for further researches.

• Journal of applied mathematics & informatics
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• 제40권3_4호
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• pp.563-575
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• 2022

Many organizations seek statistical modelling facilitated by data analytics technologies for determining the prediction models associated with M&A (Merger and Acquisition). By combining these data analytics tool alongside with data collection approaches aids organizations towards M&A decision making, followed by achieving profitable insights as well. It promotes for better visibility, overall improvements and effective negotiation strategies for post-M&A integration. This paper explores on the impact of pre and post integration of M&A in a standard organizational setting via devising a suitable statistical model via employing techniques such as Naïve Bayes, K-nearest neighbour (KNN), and Decision Tree & Support Vector Machine (SVM).

• 경영정보학연구
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• 제11권2호
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• pp.45-66
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• 2009

수 많은 기업들이 기업 성장 및 생존 전략의 일환으로 인수 합병 (M&A, merger and acquisition)을 선택하고 있다. 그러나 상당수의 기업들이 본래 의도했던 시너지 효과를 창출하지 못하고 인수 합병 실패로 인해 생산성 저하, 시장 점유율 하락, 수익 감소, 유능한 직원의 이직 등 많은 부작용을 경험하고 있다. 이에 따라 인수 합병 성공 및 실패 원인을 분석하고자 하는 많은 연구가 진행되었고, 정보시스템에 대한 기업들의 의존도 증가와 더불어 인수 합병 이후 정보시스템 통합(post-M&A information systems integration)이 인수 합병 성공에 결정적인 영향을 미치는 것으로 확인되었다. 그러나 인수 합병 이후 정보시스템 통합 성공에 대한 연구가 매우 부족하며, 대부분의 선행연구가 정보시스템 조직 통합 또는 물리적인 정보시스템의 통합 등과 같이 단편적으로 이루어져 왔다. 본 연구에서는 인수 합병 이후 정보시스템 통합 성공에 영향을 미치는 요인들에 대한 포괄적인 연구를 위하여 정보시스템뿐만 아니라 전략 경영, 경제학, 재무학, 인사관리, 조직관리 분야의 선행연구를 조사하였다 이를 기반으로 인수 합병 이후 정보시스템 통합 영향요인에 대한 통합 모델을 제시하였다. 제시된 모형에서는 영향요인들을 인수 합병 관점, 전략 관점, 조직 관점, 인사관리 관점, 정보시스템 관점으로 재 분류하고, 사례연구를 통하여 각 요인들이 정보시스템 통합 성공에 미치는 영향을 실증적으로 검증하였다.

• 경영정보학연구
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• 제19권4호
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• pp.171-182
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• 2017

범세계적 경제위기 이후 많은 기업들은 극심한 경쟁 하에서의 생존 및 경쟁력 강화/유지 전략으로 인수합병(M&A)을 고려하고 있으며, 특히 최근 들어 IT 기반 기술 집약적 기업의 인수합병이 증가하고 있다. 본 연구는 IT 산업에 내재되어 있는 특성에 대한 이해를 바탕으로 IT 기업 인수시 동반되는 위험을 인수합병 이후 기업의 성과에 대한 변동성을 이용하여 정량적으로 측정하고, 더 나아가 인수합병으로 인한 장기적 위험을 완화시킬 수 있는 요인들을 도출하고자 하였다. 1990년에서 2016년까지 이루어진 기업 인수합병 데이터를 이용하여 분석한 결과, 상장 이전 인수/합병 경험이 많은 기업이 IT 기업을 인수하는데 더 적극적이며, 네트워크 외부성 효과로 인해 시장형성 초기 선점효과의 역할이 증대됨에 따라 상대적으로 규모가 작은 비상장 IT 기업들도 많이 인수/합병 대상이 된 것으로 나타났다. 또한 IT 기업을 인수하는 경우 인수 기업의 사후적 기업 성과의 변동성이 증가하지만, 관련 (related) 산업 내에서 IT 기업을 인수할 경우 변동성 증가폭이 완화되는 것을 보여준다.

• 경영과정보연구
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• 제4권
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• pp.327-348
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• 2000

There are three major motives for M&A, financial synergy effect, operating & managerial synergy effect, and tax effect. The purpose of this study is to prove the operating & managerial synergy effect of M&A. To do this, we analyze the market-ripple effect of M&A, focusing on the increase in market power. Specifically we use cross-sectional data from 1985 to 1998 to show whether a market power of mergers is higher than that of a matched non-merging control group. we use time series data to show whether a market power of merger is higher than that of pre-merger. Also we use the event study using market model to show the stock price movement after mergers. The result is that although revenue increase after mergers, profit of the firms does not improve after mergers. Also there is sufficient evidence to say that there is a cumulative abnormal return for the firms after mergers.