Kavanagh, Marie and Ashkanasy, Neal M. (2004) Management approaches to merger evoked cultural change and acculturation outcomes. In: Cooper, C. L. and Finkelstein, S., (eds.) Advances in Mergers and Acquisitions. Emerald Group Publishing Limited, Oxford, United Kingdom , pp. 1-33. ISBN 0-7623-1101-0
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Identification Number or DOI: doi: 10.1016/S1479-361X(04)03001-7
In a study of merger-evoked cultural change in three organizations, quantitative and qualitative data were collected from individuals at all employment levels in both merger partners within each organization. Results were that most individuals perceived that the merger had impacted significantly on them personally. There was, however, a perceived lack of congruence between the organizational cultures of merging partners, resulting in culture clashes and significant changes to the organizations’ organizational cultures. More specifically, outcomes for both individuals and the subsequent acculturation following the mergers were related to the approach adopted to manage the merger process: incremental, immediate, or indifferent.
|Item Type:||Book Chapter (Commonwealth Reporting Category B)|
|Additional Information:||Author's version not held. Print copy not held in the USQ Library.|
|Uncontrolled Keywords:||organizational cultures; mergers|
|Fields of Research (FOR2008):||15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150311 Organisational Behaviour|
15 Commerce, Management, Tourism and Services > 1503 Business and Management > 150303 Corporate Governance and Stakeholder Engagement
17 Psychology and Cognitive Sciences > 1701 Psychology > 170107 Industrial and Organisational Psychology
|Socio-Economic Objective (SEO2008):||B Ecomonic Development > 91 Economic Framework > 9104 Management and Productivity > 910499 Management and Productivity not elsewhere classified|
|Deposited On:||20 Apr 2010 18:15|
|Last Modified:||25 Aug 2011 12:05|
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