چکیده:
The process of organizational merger and acquisition is a multifaceted and complex transformation that requires successful cultural integration between the involved organizations. This study aims to identify the key factors and stages of cultural integration in the aftermath of a merger or acquisition. To achieve this goal, the the subject of study method was utilized. Data was collected through semi-structured interviews and document review of the relevant context, and analyzed using the trend analysis method. The process of integrating organizational culture after a merger or acquisition can be broken down into two distinct and sequential models. Additionally, the findings suggest that this integration process consists of six stages. Identifying these stages highlights the importance of addressing cultural differences and establishing a new, cohesive culture after the merger. It is important to note that simply focusing on a few broad factors is not sufficient in understanding the complexities of organizational culture integration following a merger.
خلاصه ماشینی:
Presenting a process-oriented model of organizational culture integration after merger and acquisition 175 Table (3): Concepts and contents of organizational culture integration from the case study of Sepah Bank Open Codes Axial Code Main Category Guiding behavior (DB1063), promoting desirable behaviors (DB1256), consistency of behaviors (DB1643), alignment of employee behavior with culture (DC1423), defining new behaviors (D3V25) Guiding behavior in accordance with the new culture Organizational culture integration Prioritizing human capital (DB1125), human resource management (DV522), behavioral assessment (DB1257), identifying root behaviors (DM621), human resource planning (DV336), attention to individual characteristics (DV525), need for human resource assessment (DB941), understanding human resources (DB862), gaining trust of human resources (DB1615), persuading employees (DV542), not imposing merger costs on personnel (D13B39) Human-social programs Antecedent conditions Team culture (DV247), creating joint projects (DV446), managing intra-group coalitions (DH136), conflict management (DB1248), will and behavior of managers (DS209), influence and persuasion skills (DB1214), forming collective will (DB1258), managing cultural differences (DC1416) Team and networking Facilitators Leadership role (DB821), transformational leadership (DV419), leadership as a basis for cultural integration (DV249), active and dynamic leadership (DB1624) Leadership Requirements and contexts Training (DH117), lack of knowledge of the current situation (DM727), lack of knowledge about merged banks (DB1312), lack of knowledge about culture (DB1618), lack of orientation and readiness of employees (DB928), lack of awareness (DM730), lack of manager awareness regarding cultural differences (DM627), lack of readiness in dealing with different cultures (DB921), employee ignorance of laws and regulations (DB1924) Training management Barriers Communication tool (DC1463), unifying internal and external interactions (DS1534), two-way communication (DB1636), improvement Communicative Strategies 176 Journal of Transformation Management, Vol. 16, No. 32, Autumn and Winter 2024 dialogue (DM623), dialogue for culture dissemination (DH146), designing communication channels (DM4140) enumerating cultural differences (DV423), attention to subcultures (DB828), assessing existing cultures (DS1529), cultural assessment before merger (DB109), attention to cultural integration before merger (DB1117), cultural assessment from various aspects (age, gender, frontline and staff employees, etc.
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