In the differences cultural between them in Hofstede’s Dimensions. In Collectivist, the BenQ Taiwanese is highly collectivist for employers, less assertive and the organisations are expected to look after employees while the Siemens German highly individualistic for subordinates and they focus on personal independence, individual rights and contracts. In power distance, the BenQ Taiwan are high comfortable with structured hierarchical levels and supervisors made decisions. And the Siemens are high participatory style. In uncertainty avoidance, the BenQ is trying to avoid the risk and anxiety, while the Siemens neither seek nor avoid ambiguous situations. In long-term orientation, the BenQ looking for the future and value, on the other hand, the Short-term orientation, Siemens are valuing tradition and they looking for present events about acquisitions. In the Feminine and masculine, the BenQ for the feminine has cared the social of the Taiwan whatever, the masculine for the BenQ are more competitors and they are dominant in the labour market. For the Siemens are high dominant for masculine
Why the BenQ agree with Siemens? Because when they are losing they want to cover the losing. So, they want to a merger and integrate this company through BenQ stopped investing in Siemens mobile phone unit so, the company faced other challenges. The expectation at the time when the investment in Siemens was made such as this employee or people oriented expectation made BenQ keep all of the original German management team. However, the stages of the business operation should focus on the cost orientation rather than people orientation. To reduce the potential confrontation should emphasise stability and harmony. Additionally, these companies need to prepare in advance a strategic communication plan for defines the objectives and performance expectations during the integration and implementation process to avoid the information gap with future employees.
In my judgment on Siemens accepting the terms and conditions of the acquisition by BenQ. When Siemens was accepting for executing the quality control and technical inspection for integrating and merging. whatever, the Siemens want to cover his losing the profit while merger and acquisition from BenQ. This reason to accept the terms and conditions to get good services from them. Whatever the BenQ was different ways from national cultures to their organisational culture and they have to be with them needs with Siemens for getting more profitable between them.
The role of the management of BenQ in the failure of this M&A and the challenges with mergers and acquisitions for examples, top management from providing the information that employees need to redirect actions in the merged company. the management control process relies heavily on obligation networks, conformity and not through performance punishments. Making decisions, culture creations such as values, goals and assumptions. Then the culture maintenance such as new employees, leadership, attraction and selection. The elements of culture for the organisational for examples, detail oriented, innovative, aggressive, team-oriented, people oriented and outcome. Additionally, the BenQ focus more relationships than rule of law.