中文摘要
跨國大型企業的併購總是會衍伸出許多的問題，從一個併購案的開始，到併購後的經營管理模式，每家公司都各不相同，在管理上的磨合抑或是文化上的差異，會產生許多問題。根據分析公司的問題點及管理上所衍伸的問題要如何改善併找出解決問題的正確方向。
本案以個案研究方式來探討跨國企業的公司併購與管理，並探討在併購後的管理模式，如何在跨國企業中以外國人的身分經營管理，讓公司在龐大的損失中轉虧為盈，並突破文化上的差異，導入融合各種理念及構想創造出合適的經營種模式。
在公司開始改革的情況下，所需面對的就是巨大變化會造成公司內部的混亂，因此需要突破重重難關，在改革期間逐一解決各個問題，改革成功後的正面影響對公司的股東及員工具滿說服力，凝聚員工向心力共同為公司努力，才能如戴正吳先生的成功一樣，讓夏普在日本及國際上的地位有所變化。

Abstract
The mergers and acquisitions of large multinational corporations will always bring out many problems. From the beginning of a merger case to the post-merger operation and management model, each company is different, in terms of management running-in or cultural differences. Many problems will arise. According to the analysis of the company's problems and how to improve the problems arising from management, find the correct direction to solve the problem.
This case discusses the mergers and acquisitions and management of multinational companies in the form of case studies, and discusses the post-merger management mode, how to operate and manage as a foreigner in the multinational companies, so that the company can turn losses into profits from huge losses. Break through cultural differences, introduce and integrate various concepts and ideas to create a suitable business model.
After research and analysis, it is understood that the company’s organization and concept have a great impact on governance. Starting from the cost-saving part of personnel adjustments, the cost rule is implemented from beginning to end, and the loss-making businesses are stopped, and then to advocate new company to employees. Culture, does not touch the original culture, based on the spirit of the company's founding, enhances cooperation and communication between departments, reduces the gap between departments, and allows the company to move towards spiritual indicators together.

參考文獻
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