• 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.

• 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.

• 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.

• 경영과정보연구
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• 제6권
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• pp.117-135
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• 2001

This study investigates whether the post-merger bad performance of merging firms was caused by the increase of cost and which cost is responsible for that, if it were. To do this, it is investigated whether there is any difference in terms of cost between pre-merger versus post-merger firms. Also the comparison of cost is used between merging firms and non-merging control groups. The finding is that the merging firms have a bigger cost than the non-merging control group and the post-merger firms have a bigger cost than the pre-merger firms. Especially labor cost to revenue and depreciation cost to revenue are statistically very different among them. Thus it is suggested that there are inefficiency of manpower and assets.

• The Journal of Asian Finance, Economics and Business
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• 제9권5호
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• pp.99-109
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• 2022

The main reason for the increase in cross-border mergers and acquisitions in developed and emerging countries is globalization and growing economic interdependence across countries. The state of the economy has a significant impact on whether cross-border mergers and acquisitions are encouraged or discouraged by international strategic capital market changes. This study empirically evaluates the influence of determinants of economic development on the scale effect of Cross Border M&As separately on emerging and developed nations as a research gap. We first separated the small and large scale firms based on companies' worth and used panel regression to analyze the impact of GDP, employment rate, and market capitalization on cross-border merger & acquisition deals over the period of 2008-2018. Results indicate that GDP and market capitalization have a positive effect on CBM&A, whereas employment rate has a negative effect on CBM&A deals in large-scale firms of both emerging and developed countries. This study results offer the implication for the potential investors and policymakers to strategically analyze the implementation of cross-border mergers & acquisitions.

• 타이어
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• 통권131호
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• pp.10-15
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• 1987

미국의 타이어 메이커들은 계속 기업매수(M&A:Merger and Acquisition)의 공격을 받아 사업을 재편성하여야 될 입장에 몰리고 있다. 어떠한 단계에서는 기업내에서의 사업재편성만으로는 문제해결에 이르지 못하고, 업계의 재편성으로 지향되지 않을까 예상되기도 한다. 또한 이러한 동향은 일본 타이어 메이커들의 미국 현지생산 계획에도 영향이 클 것으로 보인다. 따라서 본고에서는 미국 타이어 메이커의 현상을 집중적으로 살펴보고자 한다.

• 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.

• 경영과정보연구
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• 제33권2호
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• pp.263-279
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• 2014

기업인수목적회사(SPAC)는 기업합병만을 목적으로 하는 페이퍼 컴퍼니로 우회상장을 대신하여 투자자를 보호하려는 목적으로 2009년 우리 증시에 처음 도입되었다. 이후 2013년까지 국내 증시에 상장된 1기 SPAC은 총 22개로 이중 10개가 합병에 성공하였고, 나머지 12개는 기업합병을 하지 못하고 상장폐지되었다. SPAC의 상장에 앞서 공모규모는 약 200~300억원 정도였으며, 상장 초기 일부 SPAC은 주가 급등락을 겪기도 하였으나, 평균적으로 상장 이후 1년 시점에는 주가가 모집가격을 하회하다가 2년 시점에서는 모집가격 근처로 회복되는 패턴을 보였다. 기업합병에 성공한 SPAC의 경우 합병공시 이전 25일간의 공시효과를 살펴보면 누적평균초과수익률(CAAR)이 2.94%로 유의하게 나타났으며, 주주총회 전 25일부터 이후 20일까지의 CAAR도 10.60%로 유의한 주주 부의 증가를 나타냈다. 1기 SPAC을 통해 볼 때 SPAC에 대한 과다한 규제가 SPAC시장의 활성화를 저해한 측면이 있으며, 향후 SPAC의 활성화를 위해서는 이러한 규제들을 완화할 필요성이 있다.

• 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.