The purpose of this interdisciplinary book on the implementation
of mergers is to point to the importance of organizational culture
and people in the successful management of mergers. The authors
provide a framework for analyzing and managing the process of
merging cultures, people, and strategies. The framework is based on
the concept of acculturation, which has been used extensively in
anthropology as a basis for understanding and addressing cultural
clashes. The authors demonstrate that similarity between two
cultures is neither necessary nor always helpful in easing the
tensions between merging partners. Rather, they propose that
organizations need to actively negotiate the terms of cultural
combination. Such negotiations have to take into account the
culture, strategy, leadership, and structure of both firms.
The first part of the book lays the foundation for understanding
mergers from a strategic and cultural point of view by defining
organizational culture, presenting the strategic options in
mergers, and by describing the challenges presented by the merger
of two structures. The second part of the book focuses on the
process of acculturation and the special role of leadership in the
formulation and implementation of mergers. The third part of the
book presents four case studies and analyses representing the four
distinct ways in which two organizations can acculturate to each
other. Culture, strategy, structure, and leadership are interwoven
in each of the cases. The book ends with a look at the future of
mergers in light of the demographic and economic predictions for
the next century. This book will help managers and students of
mergers better understand and manage mergers.
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