engleski

Exploring the processes behind the new organizational identity formation following a postmerger integration

The existing research on mergers and acquisition processes has shown that senior management places more emphasis on the Financial and strategic dimensions of the deal than on planning for postmerger integration. Articulating and communicating an identity for the new combination receives even less attention. Although some work on cultural integration has been done and revealed importance for the overall success of the deal, it has also become obvious that, while cultural convergence can help, it does not guarantee shared identity. Identity lies much deeper in the organization's history and its stakeholders' long held views of what makes it unique among all other organizations. Culture, on the other hand, needs to be seen as a context within which interpretations of organizational identity are formed. Therefore, organizational identity can be seen as grounded in and justified by cultural values and assumptions. The creation of positive attitudes towards the new organization and the emergence of a sense of shared identity and trust among organizational members are argues to be the biggest challenges of mergers and acquisitions. The aim of this paper is to explore the group process that lay behind new identity formation, namely the social structure and cultural practices, as well as individual processes in terms of changes in the individual behavior. Recommendations for future research are given at the end of the paper.

postmerger integration ; organizational culture ; organizational identification ; values ; social procesess

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