• Venture DIGEST
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• no.2 s.127
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• pp.34-35
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• 2009

M&A 과정을 크게 둘로 구분하다면 하나는 M&A 계약 자체의 성사에 이르는 '딜메이킹(Deal Making)' 과정과 다른 하나는 'PMI(Post-Merger Integration)', 즉 인수 후 통합과정이다. 많은 기업들이 성공적인 M&A를 위해 기업가치평가, 실사, 계약서 등에 명시돼야 할 권리 및 의무관계, 인수가격 결정을 위한 협상 등에 온 힘을 기울이게 된다. 하니만 인수 합병을 단행한다고 해서 모든 기업이 주주가치 창출이나 경쟁력 향상과 같은 시너지 효과를 누리지는 못한다. 인수 합병 후에 일어나는 통합의 문제는 그 복잡합이나 조직에 미치는 영향력에 있어 더 많은 주의와 노력을 요한다.

• Korea Trade Review
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• v.41 no.2
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• pp.61-96
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• 2016

This study investigates the effects of M&A experience of Chinese firms and characteristics of deal partners in cross border M&A deal failures. 1,610 firms that participated in 1,558 cross border M&As from 2000 to November 2015 are used as samples. The dependent variable is the M&A transaction failures, which were cases of deal pending or withdrawal of Chinese firms. Major independent variables are the nationality diversity of transaction partner firm, the partner firm belonging to a developed country, domestic M&A experience of the Chinese firms, M&A experience in a particular target country, etc. After conducting a probit model analysis, we find that deal partner firm's nationality diversity increases the failure rate of M&A. While prior domestic M&A experience in China has no influence on deal failure, prior M&A experience of Chinese and focal firms in a particular country have a negative effect on the probability of deal failure. This study has academic implication on figuring out why firms are likely to fail in the process of strategic activities based on the inter-organizational learning through partnerships perspective.

• Journal of Venture Innovation
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• v.6 no.4
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• pp.113-131
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• 2023

Post-merger integration(PMI) plays a very important role in the success of M&A. Therefore, based on previous studies on PMI, this study discusses the relationship between communication of acquired enterprise members and uncertainty reduction, organizational satisfaction, organizational trust in the PMI process, focusing on the moderating effect of business area consistency between the acquisition and the acquired company. In order to achieve the purpose of this study, the hypothesis of the relationship between variables was established and an empirical analysis was conducted. In order to collect data, a survey was conducted on members of the acquired company in China, and 317 questionnaires were finally collected and used for empirical analysis. For the collected data, the research hypothesis was verified using SPSS 26.0. The results of the study confirmed that communication has a positive effect on the reduction of uncertainty, job satisfaction, and organizational trust perceived by members of the acquired company, and that the consistency in business areas between the acquisition and the acquired company weakens the relationship between communication and uncertainty. In the positive relationship between communication and job satisfaction, organizational trust, the effect of strengthening the moderating variable has not been confirmed, but rather the weakening control effect was found. Based on these findings, the strategy of communicating with the members of the acquired company in the PMI process is meaningful for the success or failure of the merger and provides theoretical and practical implications for proposing differentiated human resources management measures according to M&A type.

• Journal of Distribution Science
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• v.10 no.6
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• pp.27-37
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• 2012

Many studies have focused on the importance of organizational integration when companies try to achieve growth through mergers and acquisitions (M&A). However, there has been little research that focuses on the new branding or customer base integration of the M&A process, despite the fact that this integration is very important for achieving M&A goals and business performance in industries such as retail. The purpose of this study is to provide an M&A case study of the retail industry, focused especially on the new branding and customer integration of two department stores. This study examined key integration processes in terms of brand name and membership systems of both companies by examining how the merged company achieved its new branding and the integration of its membership systems. The methodology of this research is the case study, which is used in both normative and empirical studies for distribution research in Korea. This research analyzes the case of both new branding and customer membership systems of the two companies. The new branding initiatives of this case centered on decision making including brand extension and brand naming. The customer membership integration of the two companies is analyzed on the basis of the customer reward programs that include both financial and service rewards. This study shows the success factors of new branding and customer integration in the M&A process in terms of achieving marketing goals and business performance as follows: First, companies should identify the integration areas by analyzing the brand and membership of both companies and make a balanced decision for both the customer and company. Second, the goals of new branding and membership integration in the M&A process should not emphasize business efficiency from a short-term perspective but rather should consider brand power and business synergy from a long-term perspective. Third, the post-merger integration process of the brand or customer areas requires not only the organized execution of integration tasks but also follow-up programs for changes in business strategy and marketing-related programs to realize the synergy effects of integrated organization. Although this study provides a detailed review and analysis of the new branding and customer integration processes in post-merger integration and in identifying the primary decision-making areas of these processes, there are some limitations requiring further research that may overcome or compensate for these limitations. The suggested future research areas are as follows: First, since this research is a case study of only one M&A, it makes few theoretical contributions such as new propositions or theories or possibilities for generalization. This limitation can be overcome through further research using multiple cases, which may lead to new propositions. Second, the methodology of this study lacks sufficient rigor in terms of its analytic approach because this case study was developed and analyzed descriptively. Further research is needed to compensate for these limitations, such as using a theory-based approach or comparative analysis approach that makes case analysis more systematic.

• Journal of the Korean Society for Aviation and Aeronautics
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• v.31 no.3
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• pp.142-160
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• 2023

This research explores how different corporate cultures can influence the post-M&A performance of the airlines undergoing strategic M&A in Korea. The sample size of this research is 214 respondents that is strictly limited to the employees of airlines under M&A process, and CFA and SEM were employed for the statistical analysis. This research investigated that corporate cultures including group-oriented, development-oriented, and rationale-oriented will positively influence the post M&A performance of both efficiency and effectiveness through a mediation of collaboration during M&A process. In contrast, relations between grouporiented culture and interaction, interaction and effectiveness were not revealed positive influences. The findings of this research will provide valuable insights into the potential risks that can impede successful M&A within the M&A process, specially focusing on the conflicts between organizations stemming from different organizational cultures, which can have an adverse impact on M&A performance.

• Knowledge Management Research
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• v.9 no.1
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• pp.97-116
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• 2008

The purpose of this study lies in examining how knowledge management was applied to PMI(Post Merger Integration) in bank merger. Individuals and organizations in Korea have experienced a lot of changes since the 1997 foreign exchange crisis. In such a situation, individuals came to think the only thing to rely on was personal knowledge. Since organizations had to lay off workers in order of their birth year, not based on whether or not individuals had the knowledge necessary for the organizations, they needed to have such a system that could use their explicit knowledge and even outside knowledge or customers' knowledge as IT developed by changing individuals' tacit knowledge into explicit knowledge as needed in order to continue to maintain their competitiveness and for their own development. Thus, each firm started to pitch for the introduction of knowledge management. Individuals started to store their own experience and knowledge in their homepages or blogs. It was Woori Bank, the merged bank of Hanil Bank and Commercial Bank of Korea, that introduced the knowledge management system and Shared Service Center, in which knowledge creation is available, for the first time in the banking business. Its previous name was Hanbit Bank. Hanbit Bank wanted to construct an advanced bank system, bringing in their chief information officer(CIO) from a foreign bank and introducing an IT software used in Spanish banks to adjust all banking processes to it. However, they could not help giving up the plan in the middle of the road since there was a great difference between Spain and Korea in the financial system and more than 30% of software package had to be changed. In this situation, PMI was delayed, and customer inconvenience continued, which made the integration of organizational cultures slow down. As a breakthrough in this situation, knowledge management was introduced. To integrate knowledge of two organizations in the process of PMI is an important job for all merger candidates. This study aims at presenting the successful results from using knowledge management as a means to PMI ahead of other financial institutions so they can apply them to their organizations. PMI was not achieved properly after the two banks had been merged as Hanbit, but entering the era of Woori Bank, workers were integrated under one standard organization following the organizational and knowledge integration, and knowledge management was introduced for an efficient sharing of knowledge among members. A great number of mergers have occurred up to now, but Woori Bank is the first case that used knowledge management as a means to both PMI and competitiveness enhancement. Probably it was an appropriate time when Woori Bank introduced knowledge management as it was organized. Since Hanil Bank and Commercial Bank of Korea had not introduced knowledge management until then, it could use knowledge management as a means to PMI. Using knowledge management, it could create a new organizational culture and increase competitiveness in the banking industry.

• Journal of Korea Port Economic Association
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• v.27 no.3
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• pp.135-146
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• 2011

A voluminous research on efficiency employs the DEA(Data Envelope Analysis) models. There are, however, only very few that have an interest in the factors influencing such efficiencies. We, furthermore, do not see any studies which analyze the long-term efficiency of the logistics providers using the panel cointegration techniques. The purpose of this paper, hence, is to evaluate the efficiency, analyse its determinants and show a long-term relationship between turnover and the other variables employing the SBM(Slack Based Measure) model, Tobit model, the panel procedure and the FMOLS(Fully Modified OLS). The panel data are composed of 9 individuals and 6 years. The panel cointegrating vectors show that the group coefficient of asset and employees is not only significant but has expected signs, while some of the individual coefficients are insignificant or/and exhibit wrong signs. The panel cointegrating vectors from fully modified OLS also indicate that the estimated coefficients of the panel analysis tend to be overvalued and the asset influences the turnover far greater than the employee does.