本個案故事在描述一位對於整併經驗豐富的元大證券資訊主管Robert，在過去的幾次的券商整併中，因元大證券的資訊系統足可駕馭其他併入的券商業務，只要一聲令下全部使用元大證的交易管理資訊系統，即可迅速有效地完成組織結構的整合；但此次併購的對象寶來證，是一家掌握著享譽業界有口皆碑的最佳電子交易平台券商。Robert面對這樣的兩個各具特色的IT團隊及各有所長的交易管理資訊系統，在尚未深度掌握全局的險境之際，必須配合公司政策的時間表，決策這些交易管理資訊系統的取、捨、存、廢？以及安排雙方IT人員最適當的組織位置？在所有人員保障三年工作權的條款下，他必須做出決策！它會是什麼呢？這個決策必須能進一步實現企業整併後的優勢互補，產生經營協同效應，真正達成併購綜效的承諾。他仍然能一如過往的併購案，一聲令下全部採用元大證的資訊系統嗎？
本個案主要在以企業即是資源的集合體為觀點，在探討兩個企業整併，其各種資訊科技資源形態如何在一團和諧之下重新組合、重新塑形。資訊科技的資源形態有資訊系統、有資訊人、還有資訊平台發展的時間，這些資源，最難重塑的是「人」。要讓兩個優秀的團隊認同彼此的過去，是件不容易的事，何況他們過去在競爭市場上各自擁有一群認同群組。領導者如何發揮創造力，進行一場唯真、唯美、唯善的領導藝術展現，讓全員在舒適、流暢的過程中，有效地達到企業整併的優勢綜效目的。本研究另藉著「指揮台上的管理課」一書，將交響樂團式的管理策略寓意在企業的領導管理應用上，令人不斷達到「深悟」的境界。相關理論為資源基礎觀點、組織認同、領導藝術、指揮台上的管理課。

This case is regarding Robert, a IT manager working at Yuanta Securities, a Taiwan Securities firm experienced in merger transactions, and his decision in a recent merger event. In his past experiences, Robert has found that Yuanta’s IT systems were superior to those of other brokerages in terms of overall functionality and development. However, in merging with Polaris Securities, the acquiree (Polaris) itself is known for providing a well established e-trading system as we could say the same for Yuanta. Robert’s challenge is to make the right decision in regards to which company’s IT system should be used and to reshuffle the IT department due to a tight merge schedule that brought the two companies together in a short time period. Can Robert reach the goal of creating synergy by integrating two sophisticated IT systems? Or will he simply make the choice of deferring to the acquirer’s (Yuanta) system as a way of natural hierarchy being that Yuanta was the acquirer?
This case is discussed under the view that a company is in essence, a combination of resources. When two companies merge, the MIS resources need to be recomposed and remodeled accordingly. The main IT technology resources that need to be integrated include all information systems, the IT staff and the IT platforms. Amongst the three, the IT staff (human beings) will be the most difficult to reform and integrate. It is often difficult to recognize and accept a former competitor’s resources together as your own because each company has worked hard to build up their own respective reputations within the market against each other. Managers need to provide strong leadership in order to create successful synergies by gauging and considering the strengths and weaknesses of the merging entities. The book, “The Music Paradigm,” enlightens us by drawing a detailed comparison between the likes of leading a company with that of leading an orchestra. Related theories/books that highlight and examine leadership roles and abilities include the Resource-Base View, Organization Identification, the Art of Leadership, and The Music Paradigm.

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三、 網站部份
MBA智庫百科：http://wiki.mbalib.com
台灣證券交易所：http://www.tse.com.tw
元大金控：http://www.yuanta.com