MANAGEMENT APPROACHES TO MERGER EVOKED CULTURAL CHANGE AND ACCULTURATION OUTCOMES

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Advances in Mergers & Acquisitions

ISSN: 1479-361X
Series editor(s): Sydney Finkelstein and Cary Cooper

Subject Area: Strategy

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Document Information:
Title:	MANAGEMENT APPROACHES TO MERGER EVOKED CULTURAL CHANGE AND ACCULTURATION OUTCOMES
Author(s):	Marie H Kavanagh, Neal M Ashkanasy
Volume:	3 ISBN: 978-0-76231-101-9 eISBN: 978-1-84950-264-1
Citation:	Marie H Kavanagh, Neal M Ashkanasy (2004), MANAGEMENT APPROACHES TO MERGER EVOKED CULTURAL CHANGE AND ACCULTURATION OUTCOMES, in (ed.) 3 (Advances in Mergers & Acquisitions, Volume 3), Emerald Group Publishing Limited, pp.1-33
DOI:	10.1016/S1479-361X(04)03001-7 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	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.