Exploring Organisational Culture Dynamics in Change Processes

Research on cultural dynamics in organisational settings have highlighted that culture unfolds a crucial impact on the successfulness of change processes, in particular in the context of mergers and acquisitions (M&As) (e.g. Cartwright and Cooper, 1993; Chatterjee et al., 1992; Fink and Holden, 2007; Weber, et al., 1996; etc.). However, it remains unclear "how" (Teerikangas and Very, 2006) exactly culture affects individuals' behaviour and the successfulness of change initiatives. More recent reviews of the field (e.g. Dauber, 2012, Weber et al., 2011) have highlighted that models, constructs, variables and measurement techniques, significantly differ between studies and that resolving the apparent dissent in the literature requires further exploration and a more fine-grained analysis.
Results from three qualitative case studies, including domestic and cross-border acquisitions, will be presented and discussed in light of existing research and knowledge in the field. In addition examples of data will be used to illustrate different narratives of change processes. The configuration model of organizational culture (Dauber et al. 2012) will be used as a conceptual frame of reference.

References:

• Cartwright, S. and Cooper, C.L. (1993), "The role of culture compatibility in successful organizational marriage", Academy of Management Executive, 7(2), pp. 57-70.
• Chatterjee, S., Lubatkin, M.H., Schweiger, D.M. and Weber, Y. (1992), "Cultural Differences and Shareholder Value in Related Mergers: Linking Equity and Human Capital", Strategic Management Journal, 13(5), pp. 319-334.
• Dauber, D. (2012). "Opposing positions in M&A research: Culture, integration and performance". Cross Cultural Management: An International Journal, 19(3), pp.375 - 398.
• Dauber, D., Fink G., Yolles, M. (2012). "A Configuration Model of Organizational Culture". SageOpen, 2(1): 1-16 (Sage Publications), doi: 10.1177/2158244012441482, URL: http://sgo.sagepub.com/content/2/1/2158244012441482
• Fink, G. and Holden, N.J. (2007, February), "Resistance by host country staff in international ventures - a theoretical sketch: Joint-Venture-Creation, Acquisitions, Mergers). VHB-Kommission Internationales Management.
• Weber, Y. and Pliskin, N. (1996), "The effects of information systems integration and organizational culture on a firm's effectiveness", Information & Management, 30(2), pp. 81-90.

This seminar is organised by the Closed Loop Supply Chains Centre