Abstract
In the age of globalization, M&A（merger and acquisition）has become a major approach for organizations to expand. However, researches and statistics both indicate that the successful rate of M&A activities is disappointingly low. As the tangible and intangible costs of M&A failures are extremely high, how to succeed M&A activities in order to realize the purpose of organizational growth is indeed an important topic in business operations. This research is based on a real case of a well-known multinational semiconductor company to acquire a Taiwan local IC design-house company, to explore its M&A motives, M&A integration activities and M&A synergies. From the point of view of three years after M&A, this research concludes that the major M&A motives have been realized. And, the major M&A integrations are proven successful in achieving the synergies of technology acquisition, market development and key talent retention, but not so satisfying in culture integration which will need to take a longer time This research suggests that if the case company can prevent some likely wrong decisions, and speed up the integration activities especially in few critical departments, the overall synergies of this case should be able to enhance further.