Academic literature on the topic 'Organisational mergers'
Create a spot-on reference in APA, MLA, Chicago, Harvard, and other styles
Consult the lists of relevant articles, books, theses, conference reports, and other scholarly sources on the topic 'Organisational mergers.'
Next to every source in the list of references, there is an 'Add to bibliography' button. Press on it, and we will generate automatically the bibliographic reference to the chosen work in the citation style you need: APA, MLA, Harvard, Chicago, Vancouver, etc.
You can also download the full text of the academic publication as pdf and read online its abstract whenever available in the metadata.
Journal articles on the topic "Organisational mergers"
1
L. Luoma-aho, Vilma, and Mirja E. Makikangas. "Do public sector mergers (re)shape reputation?" International Journal of Public Sector Management 27, no. 1 (January 7, 2014): 39–52. http://dx.doi.org/10.1108/ijpsm-09-2012-0120.
Full textAbstract:
Purpose – The public sector worldwide is under pressure to downsize, which has led to mergers of public sector organisations. This paper seeks to bridge the unstudied gap of what happens to organisational reputation after a merger. The paper discusses change and reputation in the public sector, and reports findings of a longitudinal study on stakeholder assessments of four public sector organisations undergoing mergers recently. Design/methodology/approach – Following a theory-driven content analysis, this longitudinal study compares stakeholder assessments of four public sector organisations' reputations a year before an organisational merger with assessments of the two resulting organisations' reputations two years after the merger. Findings – The paper finds that the mergers did not really re-shape reputation, but the once established reputation persevered. Although the organisations faced greater expectations after the merger, only minor changes in reputation were detected post-merger: the reputation for expertise, heavy bureaucracy and trustworthiness remained strong after the merger, but certain traits, such as being international and esteemed, were lost. In both cases, one organisation's prior reputation slightly dominated the new reputation. Research limitations/implications – The findings may be limited to Finland and other Nordic countries, as well as those countries where trust in the public sector is high. Practical implications – Mergers may not change once-established reputations, and hence the improvements desired by mergers may go unnoticed by the different stakeholders. Organisations merging must prepare for increased stakeholder expectations, as the new organisations arise questions. Previous organisational traits may remain in stakeholders' assessments despite any achieved improvements. Originality/value – This paper addresses the gap in studying organisational reputation after public sector mergers, and contributes to both theory and practice by providing insight into the stability of once-established reputations.
2
Frølich, Nicoline, and Bjørn Stensaker. "Mergers and missions: investigating consequences for system diversity." Higher Education 82, no. 2 (July 7, 2021): 411–34. http://dx.doi.org/10.1007/s10734-021-00730-7.
Full textAbstract:
AbstractIn recent decades, many higher education systems around the world have been exposed to institutional mergers. While the rationale for mergers has often been related to issues of improved quality, effectiveness and/or efficiency at the institutional level, fewer studies have analysed how mergers may affect institutional diversity within the higher education landscape. Focusing on institutional missions, the current study analyses the strategic plans of both merged and non-merged institutions in Norway. The key finding is that mergers may not necessarily reduce system level diversity, although mergers indeed may affect the organisational mission of individual institutions.
3
Schroeder, Harold. "Preparing for Merger: An Art and Science Approach for Organisational Development." International Journal of Human Resource Studies 3, no. 1 (January 31, 2013): 89. http://dx.doi.org/10.5296/ijhrs.v3i1.3185.
Full textAbstract:
High failure rates continue to be reported for organizational change projects in general and mergers and acquisitions in particular, with the failures most often attributed to cultural incompatibilities or other people-related issues. The article identifies factors believed to be contributing to this situation, which mean that organisations are often inadequately prepared for the challenges of merger and integration. The Art and Science of TransformationTM framework developed by Schroeder & Schroeder, Inc. and two related organizational change readiness assessment tools are discussed as a suggested approach for improvement of the prospects for a successful merger. These enable organizations considering a merger to determine their current state of change readiness in terms of art and science skills as well as proven organizational change shaping levers, and identify the cultural and people-related factors that can facilitate or hinder transformation. In this way, potential risks can be identified and eliminated and key drivers of successful transformation can be strengthened. Keywords: Mergers, Organizational Transformation, Art and Science
4
MBEBA, ROLAND DARLINGTON. "Essence of a Flexible Organisational Culture to Influence Change in the 21st Century Organisation." Journal of International Cooperation and Development 1, no. 1 (November 5, 2018): 13. http://dx.doi.org/10.36941/jicd-2018-0002.
Full textAbstract:
In the current dynamic, diverse global organisational environment, organisations face the challenge of having to embrace change, so as to comply with emerging business models, technological advancement, mergers and acquisitions. It is thus imperative that organisations have in place flexible organisational cultures that are swift to adopt and embrace change that demands greater levels and lengths of innovation and creativity. This enables organisations to take significant strides in opening up to change and compete in the increasingly competitive global economy. The study adopted the desk research approach, qualitatively reviewing extensive literature, which is to yield detailed reported information, and this conviction of enquiry enables a deeper understanding of the effectiveness. The findings thus reveal that changing organisational culture is an uphill task although a flexible organisational culture is fundamental to organisations existence and capability to compete in a dynamic environment. Organisational culture change is essential in supporting organisational change. In other words a flexible organisational culture is essential in ensuring a smooth change process.
5
Gomes, Emanuel, Kamel Mellahi, Sunil Sahadev, and Amy Harvey. "Perceptions of justice and organisational commitment in international mergers and acquisitions." International Marketing Review 34, no. 5 (September 11, 2017): 582–605. http://dx.doi.org/10.1108/imr-02-2014-0046.
Full textAbstract:
Purpose Although there is substantial and accumulating evidence on the link between market entry modes and performance, evidence regarding their impact on employee’s perceptions and thereby their commitment is scarce. This is more so in mergers and acquisitions (M&As) where employee’s commitment has a significant impact on post-entry performance. The purpose of this paper is to examine the association between perceptions of justice and organisational commitment in cross-border M&As. Design/methodology/approach The authors draw on market entry and M&As’ literature and studies on the link between perception of justice and commitment to develop the hypotheses. The authors test the hypotheses with survey data from a merger of two culturally different partners – British and Japanese. A total of 128 responses were received, out of a sample of 151 non-managerial employees within the firm. Findings The results show a strong association between employees’ perceptions of justice during the merger and commitment to the new organisation. Surprisingly, the results do not support the widely reported interaction effects between different organisational justices and employees’ commitment. Research limitations/implications Obtaining data from a single M&A is a potential limitation of this study. Practical implications The study underscores the importance of post-market entry. The results suggest that particular attention needs to be paid to the way employees of the acquired firm are treated during their interactions with their counterparts. Originality/value The link between market entry and performance is well documented. However, little progress has been made in understanding the antecedents/factors that influence commitment in foreign market entry and in particular cross-border M&As. This study helps close this gap.
6
Czarnota, Zbyszko. "Mergers and acquisitions in Greece." Open Political Science 2, no. 1 (December 31, 2019): 197–99. http://dx.doi.org/10.1515/openps-2019-0019.
Full textAbstract:
AbstractThe financial crisis has paradoxically protected many sectors of the Greek economy from collapse. The ownership structure of companies in Greece was dominated by state and local government companies. Private companies have not only contributed capital and protected employees from unemployment, but have also given a new organisational culture to companies.
7
Kabanoff, Boris, and Joseph Daly. "Espoused Values of Organisations." Australian Journal of Management 27, no. 1_suppl (June 2002): 89–104. http://dx.doi.org/10.1177/031289620202701s10.
Full textAbstract:
We review a series of studies whose focus is the measurement and comparison of values espoused by organisations in their public documents, in particular their annual reports. We begin by considering the construct of organizational values and the advantages and assumptions involved in using content-analysis of organizational documents to measure espoused values. Three interrelated studies of espoused organisational values are then described. The first of these investigates the value profiles of a sample of large Australian companies in order to test the validity of a previously developed typology of organisational values derived from distributive and procedural justice theory (Kabanoff, 1991). Changes in organisational values over time for the same group of companies are then considered. This study illustrates that how one studies value change, either in a univariate way by comparing single values over time or by comparing the incidence of different organisational ‘types’, that is organisational with different types of value profiles, significantly influences the results and interpretations of changes over time. The final study is a cross-national comparison involving Australian and US organisations that reveals several meaningful differences between the countries in the incidence of organisations with different value profiles. We conclude with a brief discussion of future planned research using the same methodology and focusing on the role of espoused values in organisational mergers and acquisitions.
8
Exworthy, M. "A Review of Recent Structural Changes to District Health Authorities as Purchasing Organisations." Environment and Planning C: Government and Policy 11, no. 3 (September 1993): 279–89. http://dx.doi.org/10.1068/c110279.
Full textAbstract:
The first year of the National Health Service reforms was characterised by a steady-state situation involving little alteration to existing purchaser–provider organisational structures. However, the second year saw the internal market begin to take effect, though still restricted in many areas. In this paper, some recent developments of district health authority purchaser organisations are explored. The potentially contradictory trends towards (geographically and organisationally) larger purchasers, in the form of mergers and consortia, and the need for locally sensitive purchasing mechanisms are discussed. It is concluded that there needs to be some policy direction concerning the hierarchy of purchasers as the number of general practitioner fund-holders increases and as providers begin to restructure their operations in the internal (managed) market.
9
Yang, Yanan, Christoph Lütge, and Hongwei Yang. "Organisational culture affecting post-merger integration." Review of International Business and Strategy 29, no. 2 (June 3, 2019): 139–54. http://dx.doi.org/10.1108/ribs-12-2018-0104.
Full textAbstract:
Purpose The purpose of this paper is to determine the principal organisational cultural dimensions that affect levels of post-merger integration (PMI) in Chinese acquisitions in Germany and to explore the relationship of these specific organisational cultural dimensions and levels of integration. Design/methodology/approach Data set were collected using a structured questionnaire given to Chinese and German managers and employees, who implemented/were responsible for the PMI in 12 Chinese acquisitions in Germany. A total of 120 questionnaires were distributed and there were 67 respondents, corresponding to a response rate of about 56 per cent. Principal components analysis, one-way ANOVA and bi-variate Spearman’s correlation were applied to analyse the data. Findings Findings revealed that five organisational cultural dimensions (i.e. adaptability, consistency, involvement, balance and flexibility) were extracted to be the primary indicators affecting levels of integration in Chinese reverse mergers and acquisitions (M&As) in the German market. Further, adaptability emerged as the only predictor with a significant negative implication on predicting the degree of PMI that Chinese investors would initiate to integrate their acquired German subsidiaries. Originality/value This study is one of the few studies to consider the specific organisational cultural dimensions affecting the integration levels of reverse M&As and is the first study, to the best of our knowledge, to explore the correlations of specific corporate cultural dimensions and integration levels in emerging multinational enterprises’ reverse M&As through quantitative research.
10
Stauss, Kimberly, Alishia Ferguson, and Anna North. "Bridging Two Worlds: Using Knowledge Management Theory to Understand the Merging of Two Non-Profit Organisations." Journal of Information & Knowledge Management 10, no. 04 (December 2011): 301–14. http://dx.doi.org/10.1142/s0219649211003012.
Full textAbstract:
In today's economic climate, knowledge management is very important to the non-profit sector as these organisations experience the effects of a global recession. Financial instability may lead to downsising that creates a loss of important information. For non-profit organisations, a creative solution to the financial crisis has been re-structuring through multi-agency collaborations and mergers. These restructuring processes are complex and disruptive, making effective knowledge management processes even more important for organisational success. This study employs a qualitative interview design to explore the merger of two non-profit cancer support agencies through the lens of knowledge management theory. Participants of the original agencies shared their views of previous knowledge processes, how the processes changed as a result of the merger and strategies used by the newly formed agency to address merger complexities. Results reflect that one of the original organisations began as a non-profit medical provider with formal culture and communication patterns; the other a grass-roots social service agency with informal structure and communication patterns. These differences contributed to differing views about how the merger was implemented and perceived by various employees and board members. Knowledge gains were generally explicit knowledge processes while knowledge losses were implicit processes. Some important strategies and lessons learned included the need for good documentation of all work processes, an external facilitator, and the need for transparency and collaboration between all constituents.
Dissertations / Theses on the topic "Organisational mergers"
1
Kavanagh, Marie Helen. "Individual values, organisational culture, and acculturation during mergers /." [St. Lucia, Qld. : s.n.], 2002. http://www.library.uq.edu.au/pdfserve.php?image=thesisabs/absthe16651.pdf.
Full text
2
Smeaton-Webb, Heather Jane. "Exploring strategic organisational challenges of mergers and acquistions." Thesis, Anglia Ruskin University, 2008. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.488792.
Full text
3
Jones, Bonna Margaret, and bonna jones@rmit edu au. "Narrative identity in transition: the lived experience of an organisational merger in local government." Swinburne University of Technology, 2001. http://adt.lib.swin.edu.au./public/adt-VSWT20050422.120609.
Full textAbstract:
This thesis is concerned with the question of how narrative activity influences the conditions in which a new sense of self is actively emergent for an employee at a time of organisational merger.
It is contended that an organisational merger is a transformational event with complex temporal and spatial characteristics, involving the activities of making shared meaning (MacIntyre, 1981; Ricoeur, 1974a), narrative-making (Carr, 1986; MacIntyre, 1981; Ricoeur, 1984, 1985, 1988) and positioning (Bourdieu, 1993, 1998b). These activities are central to the conditions in which persons and organisations are both formed and reformed. Consideration of how they are part of a project of narrative identity (Ricoeur, 1984, 1985, 1988, 1992) opens new possibilities in our understanding of the lived experience of a merger.
In appropriating narrative theory, this thesis is exploratory in nature as narrative ideas have not, to date, been applied to an understanding of the lived experience of an organisational merger. Mergers are currently understood as a clash of cultures, and a merger is treated as a marriage with partners, compatibility, commitment, rituals, dominance and fit. Whereas culture is construed in the literature as a quality that differentiates one organisation from another, and personal experience is understood in terms of adjusting to the presence of another culture, in this thesis a different theory is employed.
The main theory integration in this thesis gives prominence to the dynamic of activity/passivity (Allen & Starr, 1982; Schelling, 1800/1978) and the notions of agency, relationship, transformation, and identity. Narrative theory is integrated with social theory (Bourdieu, 1998b) to enrich our understanding of these notions. Hence this thesis extends the contribution of Drummond (1996, 1998), and is situated in the constructive postmodern stance of process philosophy (Gare, in press-a; Griffin, 1993). This stance is invoked as a response to calls for better theories of action in management studies (Reed, 1996; Wilmott, 1994). It is argued, in agreement with Gare (in press-a, in press-b), that living organisms have a complexity that makes it difficult to maintain a state of indifference with respect to changes in their environment, and that they must form and reform themselves as products. Attention within management studies to self-organising activity at the levels of person, organisation and field of practice, is therefore central to our understanding of complex events such as organisational mergers. In this regard narrative-making and positioning are self-organising activities that are yet to be brought to centre stage in management theory. While no previous work has been done to apply narrative ideas to an understanding of mergers, such a move is nevertheless consistent with the increasing interest in narrative that is occurring across the theoretical divides in management studies.
The application in this thesis concerns a merger of two government organisations. These organisations, herein given the fictitious names of 'Anessa' and 'Isengate' (for reasons of confidentiality), were each part of what is usually referred to in local government as 'a council'. This thesis is about the employees in these organisations during this time of political amalgamation of the two councils, and the consequent organisational merger. Through interviews with informants, the use of documents, and the integration of theory, a narrative is created. Of the many narratives that could be offered about this merger, it is the narrative given here that constitutes a response to the research question. Hence the methodology used sustains the purpose, which is to contribute to a reading experience, and the possibility of new interpretations regarding the lived experience of an organisational merger.
This thesis concludes that it is at the level of 'ongoing argument' that persons and organisations are contributors to the process of 'making shared meaning'. At the federal level of government this argument is about how best to govern, and at the level of the field of practice it encompasses the argument over what constitutes public service activity. The State Government of Victoria actively furthered this contest when it undertook local government reform. It is argued that their narrative about local government reform has a life as part of 'economic rationalism' (Pusey, 1991), and it proceeds from an ideological position in a tradition of readings known as 'neoliberalism' (Bourdieu, 1998a).
In this thesis employees are regarded as actively emergent beings living out a process of narrative identity. Under the authorship of the State Government employees were positioned as passive characters in the narrative of local government reform. For the employees considered in this thesis, this brought closure to a current and projected life narrative as a public servant at the local level. Their response was to reauthor their position to transcend this limitation, but it was found that this activity could be further limited according to the capital an employee could acquire in the form of 'time to tell a story' and 'space to tell a story'.
The main contribution of this thesis, as a response to calls for better theories of action in management studies, is an exploration of how individual employees are processes of becoming, and how they participate in the becoming of the organisation and field to which they contribute. It is concluded that employees could be valued as processes of becoming, and this is a major contribution that they make to the field and organisation.
4
De, Gooijer Jinette, and n/a. "The murder in merger : developmental processes of a corporate merger and the struggle between life and death impulses." Swinburne University of Technology, 2006. http://adt.lib.swin.edu.au./public/adt-VSWT20070216.104601.
Full textAbstract:
This thesis contends that a corporate merger, on the scale of a global order, is a
'catastrophic change' and depends on 'killing off' parts of the former organisations for its
success. The act of annihilating parts of the former organisations is experienced as disengaged
and murderous by organisational members. This arouses persecutory anxiety of an unbearable
intensity amongst members from which they defend themselves by emotionally disconnecting
from the psychic reality of the organisation.
Several contentions underpin the hypothesis:
1. that a merger involves a developmental process in the creation and growth of a new
organisation;
2. the event of a merger causes disruptions to roles and relationships that are
experienced as a loss of power, status and identity, and also as an emotional loss for
what had been cherished and valued in the former organisation/s;
3. the emotional loss evokes the symbolic experience of the loss of a 'loved object',
and an instinctual loss becomes attached thereby to the real losses; and thus,
4. the process of merger involves a symbolic destruction of the 'loved organisational
object' of the former organisations, as held in the minds of organisational members.
The thesis is based on case study research conducted on the topic of emotional
connectedness in a network organisation over a three year period. Fieldwork began at the time
when the participating firm had just formed from a global merger of two large global
enterprises. The Australia-New Zealand regional operations were the focus of the study.
The research discovered a significant degree of emotional disconnectedness due to:
1. the nature of the work that required staff to work on client sites, away from home
and often alone;
2. a multiplicity of organisational structures that engendered fragmentary connections;
3. valuing individuals' self-reliance over and above the interdependence of
organisational members;
4. the many external changes experienced by the firm from the effects of the merger
and from market economics, political and business turmoil, and for the Australia-
New Zealand operations, a shift in the location of their corporate head office from
North America to Europe;
5. increasing uncertainty within the industry, and a commensurate increase in
competitiveness;
6. a loss of profitability in the Asia-Pacific region in which the case study participants
were located;
7. the turnover in the regional director's role, with three appointments in less than
two years;
8. dramatic rises and falls in staff numbers, ranging from an initial 450, to a high of
750, and sudden decline to 120 people during the period of the study;
9. the reluctance of vice-presidents and directors to take up a corporate management
role, preferring to work as 'project managers' on client assignments; and
10. all these factors contributing to an anxiety about the future of the Australia-New
Zealand (A-NZ) operations which was expressed as a fear of survival.
In response to these many factors, staff and management felt vulnerable and insecure,
experiencing the merger as an annihilation of 'loved objects'. These included the loss of a
partner's autonomy and ownership in the firm, familiar work procedures, and the loss of
belonging to a partner's work group and associated long-term relationships. The emotional
aspects of dealing with these losses and feelings were placed upon individuals to manage for
themselves. The burden of ensuring the survival of the firm was displaced upon individuals,
such that consultants became not only the 'container for work', but also the 'container for the
organisation's survival'.
As the merger progressed and more changes to the business were implemented with
little to no containment of people's felt experiences, the psychic reality of the A-NZ
operations became saturated with persecutory anxiety. In some parts of these operations, the
anxiety became so great that group interactions (what there were of them) seemed psychotic.
Those in management roles displayed a level of anxiety that appeared to be unbearable for the
individuals concerned, and which resulted at times in manic responses to the human and
commercial needs of the business.
Bion's theories of catastrophic change and emotional links, and Klein's theories on
persecutory and depressive anxieties are applied to understanding the systems psychodynamics
of the effects of the merger upon the organisation. The case reveals the presence of
persecutory anxiety in the immediate aftermath of the merger, lasting for nearly three years.
Various social defence mechanisms are identified as being used by organisational members
against this anxiety. They are: the co-existence of multiple organisational structures; a sentient
sub-system of 'counselling families'; idealisation of autonomous individuals; plus, the
mechanisms of projection, denial and regression.
Four factors are identified as significant for containing destructive forces in a corporate
merger: a) the role of emotional links to understanding the internal reality of a newly merged
organisation; b) the containment of experiences of catastrophic change and projective
processes; c) managing the realistic and neurotic anxieties of organisational members; and,
d) identifying and managing the primary risk in a merger.
A model is presented on the systems psychodynamics of a corporate merger. It
identifies the change process that a merger entails, and the psychodynamics of this process
using Bion's concept of container'contained.
The thesis contributes to understanding the psychic reality of organisational mergers
and offers a perspective that being alert to staff members' felt experiences and their emotional
connectedness, as a normal part of business, provides 'leading data' on the health of the
enterprise. Managers who are more 'wholly' informed about organisational realities, both
external and psychic realities, can work more realistically on resolving problems, assessing
risks, or making strategic business decisions.
5
Loots, Corne. "Organisational culture affecting the success of mergers and acquisitions at subsidiary level in multinational pharmaceuticals." Diss., University of Pretoria, 2010. http://hdl.handle.net/2263/23142.
Full textAbstract:
In an ever increasing competitive environment, pharmaceutical companies keep on expanding. Mergers&Acquisitions (M&A’s) seems to be one of the preferred means of acquiring critical mass and economies of scale. Research has suggested that human resource capability in the post-acquisition implementation is critical. This study intended to explore whether the role of culture in M&A’s are acknowledged at subsidiary level and if so, to establish an applicable framework for managing it. Twelve semi-structured interviews were conducted in order to gain a deeper understanding of the effect of cultural integration on the M&A process. The data was coded, analysed and collapsed into themes in order to establish the applicability of the framework proposed by Lodorfos&Boateng (2006) and possible amendments to it. Rank order tables were used to measure the relative importance of constructs. Only two thirds of senior management at subsidiary level acknowledged the importance of culture at the time of the M&A, management strategies or plans for dealing with it was found to be inadequate with only fifty percent of interviewees being aware of it. The Lodorfos&Boateng (2006) framework is supported by the data generated in this study, but needs to be amended in terms of leadership role, people orientation and communication. CopyrightDissertation (MBA)--University of Pretoria, 2010.
Gordon Institute of Business Science (GIBS)
unrestricted
6
Cartwright, Susan. "The cultural dynamics of mergers and acquisitions and their influence on individual and organisational outcomes." Thesis, University of Manchester, 1990. http://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.334650.
Full text
7
Kenneally, Allison. "Facilitatory and inhibitory factors in higher education mergers : case studies from the Irish Institute of Technology sector." Thesis, University of Bath, 2017. https://ethos.bl.uk/OrderDetails.do?uin=uk.bl.ethos.720668.
Full textAbstract:
The Irish Institute of Technology (hereinafter referred to as IoT) sector is poised to undergo a period of transformation, consolidation and system reconfiguration, to be brought about through a series of institutional mergers, collaborations and alliances. This research focuses on the Irish higher education (hereinafter referred to as HE) landscape, and in particular, on the journey of three groups of IoTs (hereinafter referred to as Alliances) as they plan to merge and subsequently apply to be re-designated as technological universities (hereinafter referred to as TUs). This research provides a contemporaneous account of how the Irish IoTs are organising themselves for merger and examines the substantial challenges which lie therein. By examining and comparing three Alliances which are undergoing a similar process but with varying degrees of success, this research explores the key factors which facilitate on one hand, and/or inhibit on the other, merger negotiations and the merger process in HE, both at a system and institutional level. This knowledge will be useful to policy makers and other higher education institutions (hereinafter referred to as HEIs), particularly in Ireland’s IoT sector, which is likely to experience a wave of mergers over the coming decade. It also contributes to the relatively scant body of literature on the nature of and the factors impacting upon the merger process in higher education, and of mergers in the Irish HE context. A qualitative study, employing a multiple case study approach, was adopted. Based upon a thematic analysis of data gathered from the three cases, this research identifies and categorises the key factors that are perceived to facilitate on the one hand, or inhibit on the other, the merger process in HE, both at a system and institutional level. A framework consisting of political, strategic, operational, emotive, historic and cultural factors is proposed, examined and discussed, and recommendations for both institutional and system level actors are provided. In addition, this research proposes a micro-political model which details the various phases through which HE mergers proceed, and argues that it is the macro and micro-political and emotive factors, rather than strategic or operational factors, which have the most powerful influence on the merger process.
8
Mbele, Zuko. "Organisational culture and structure as mechanisms for the reduction of human behavioural variability at the Merged Faculty of Education of the University of Kwazulu Natal (UKZN)." Thesis, Stellenbosch : University of Stellenbosch, 2008. http://hdl.handle.net/10019.1/2009.
Full textAbstract:
Thesis (MPhil (Philosophy))--University of Stellenbosch, 2008.The merger of organisations has been extensively utilised in many industries. This has occurred globally and locally. Some mergers have become successful while others have failed to achieve their goals. The failure of mergers could be attributed to insufficient attention to certain organisational elements. When institutions merged, they become vulnerable to diversity and conflict. They also experience human variability. Organisational mergers present challenges that could be associated with humanity. This could be precipitated by various beliefs, values and norms. Conflict and diversity could be reduced by implementing certain organisational elements. This study is based on the developments of structure and culture as remedial organisational elements to reduce instability in merged institutions. These elements serve as mechanisms in dealing with the repercussions of the merger. The special focus of this study is higher education mergers. The primary objective is to gain an insight into the ramification and the impact of the merger. This includes the effectiveness of the newly designed internal processes. In accomplishing this, the study has applied a cultural and structural model to merged institutions. It has also examined various types of culture and structural literature theory extensively. From this it has discovered that these elements play a crucial role in reducing organisational conflict in mergers. It has also been found that merger consequences are less severe in organisations with similar backgrounds.
9
Moeng, Siphokazi Florence. "A comprehensive university: constructing an organisational identity." Thesis, Nelson Mandela Metropolitan University, 2009. http://hdl.handle.net/10948/1029.
Full textAbstract:
The restructuring of higher education through incorporations and mergers has attracted a lot of attention over the past few years in South Africa. These incorporations and mergers have displaced institutions of higher education and positioned them in new organisational homes, thus subjecting faculties, schools and departments to a process of relocation, new knowledge acquisition, identity change and meaning-making processes. The merger has resulted in three types of universities; i.e. traditional universities, comprehensive universities and universities of technology. The introduction of the comprehensive university as a new institutional type has brought with it questions about the idea of the university and the purpose of higher education in general. Mergers in particular have initiated conversations about sense-making and meaning during change. Amidst all this, people within the merging institution have been confronted with a new organisation with which they have to identify. At universities in particular, questions about academic identity and organisational identity have become unavoidable. The boundaries that gave definition to a university have been (re)moved. The structure of the university, as it was known, has changed. Hence, in the newly merged NMMU, academics are in the process of internalising and giving meaning to the new organisational values and norms of a comprehensive university. Needless to say, the challenges facing the newly merged NMMU are cultural, structural and geographic. Bringing together different institutional and personal cultures involves a human dimension that needs to be nurtured by trying to form a coherent and cohesive organisation that is created from culturally diverse and uncomplementary institutions. Another challenge is bringing together different organisational structures, systems and programmes that are informed by different institutional cultures. Furthermore, the challenge of having multiple campuses that are geographically separated exacerbates the situation. Along with all these challenges, the NMMU has the task of constructing an integrated institutional identity through organisational forms and programme models that will embody the multiple functions that are typical of a comprehensive university. The aim of the current study was to explore how the meanings that academics assign to the notion of a comprehensive university are instrumental in constructing an organisational identity; describing in detail how at the NMMU academics make meaning of the comprehensive university and how that meaning-making process influences the construction of an organisational identity; and formulating recommendations based on the qualitative findings and quantitative results of the research. In an effort to achieve the aim alluded to above, this study employed the mixed methods approach that used a sequential, exploratory, transformative design. The complexity of the study was such that it required to be investigated through qualitative and quantitative analytical methods in order to confirm, triangulate and obtain a holistic picture of the situation under investigation. The sample for the qualitative interviews consisted of thirteen purposefully selected academics from all levels at the NMMU. The interviews were transcribed and coded into themes, categories and sub-categories. These themes were then developed and translated into statements for the questionnaire that was administered randomly to all NMMU academics. A total of 108 academics responded to the questionnaire. The responses to the questionnaire were analysed using the SPSS programme. The findings and results of the study revealed that there was a fairly common understanding of the term comprehensive university among academics. However, the details about its procedures appeared to be the privileged ownership of management. This situation mitigated the necessity for a sense-making process that would allow for negotiation, modification and alteration of already held assumptions. A pertinent concern amongst academics was the neglect of the ‘human factor’ during the change process. The management style also came under scrutiny, especially in terms of the facilitation and mediation of change. There was a consensus on the call for cohesion and unity that was believed to be one of the main features that would make the construction of the NMMU organisational identity possible. The vision, mission and values of the NMMU were believed to be central to the creation of cohesion and unity, which would subsequently result in the birth of an organisational culture that could inform the organisational identity of the NMMU. Strategies to actualise and realise the organisational identity were proposed by participants. Notwithstanding, the impact of the merger was identified as having a major influence in shaping the organisational identity of the NMMU.
10
Ayawongs, Ake. "A model for moderating the effects of corporate cultural differences in mergers and acquisitions (M&A) : exploratory research of M&A cases in Thailand." Thesis, University of Manchester, 2014. https://www.research.manchester.ac.uk/portal/en/theses/a-model-for-moderating-the-effects-of-corporate-cultural-differences-in-mergers-and-acquisitions-m-and-a-exploratory-research-of-m-and-a-cases-in-thailand(15f62360-c013-4111-a919-1b80bcb7b440).html.
Full textAbstract:
The focus of this doctoral research is on advancing knowledge of what managers can do to address the issues of corporate cultural differences in mergers and acquisitions (M&A). Despite decades of experience, the rate of M&A failure remains high globally. The root causes of these failures have pointed to inadequate strategic deal theses, excessive purchase prices paid, and poor pre- and post-integration management. Human and cultural factors have also been blamed for these failures. Significant research effort has been expended in raising the importance of human factors and the issue of culture fit in M&A. However, research results have remained ambiguous. Extant organisational M&A culture research has largely focused on examining the role of culture in M&A and its impact on M&A performance. How to address organisational culture differences in M&A is much less studied. Only a small handful of scholars, consultants and practitioners have attempted to prescribe corporate culture alignment guidelines that are either too generic or prescriptive. Managers remain unclear as to how to manage cultural differences in M&A.The research sets out to address how managers can effectively moderate the effects of corporate cultural differences on M&A performance in domestic M&A. It aims to develop a practical M&A corporate culture alignment model for managers tasked with addressing the effects of corporate cultural differences in M&A. It also focuses on addressing the issues of single-layered acculturation of corporate cultures in isolation from the perplexing issues of double-layered acculturation between national and corporate cultures in cross-border transactions. The researcher adopted a qualitative case study research method to deliver on the research objectives within the doctoral research timeframe. He selected a sample of four domestic M&A case studies in Thailand where he is located. Each case study was free of issues related to national cultural differences. The researcher was able to draw rich information and insights from interviewing a total of 50 senior executives, middle managers and staff across case studies. The main research findings provide managers with an improved understanding of the roles of corporate culture on M&A performance and a practical and repeatable five-phase M&A corporate culture alignment model (‘5-D’). The model offers a planned step-by-step change approach, key objectives, and suggested tools and templates that help guide managers to effectively moderate the effects of corporate culture differences in domestic M&A from pre-to post-M&A stages. The model also provides strategic choices and implementation guidelines for managers to consider in addressing the emergent nature of acculturation and change in M&A integration situations. The effectiveness of this exploratory model shall be further tested in future qualitative and quantitative studies. The empirical testing of the research recommendations has already begun with a number of recent M&A projects in Asia outside of this research.
Books on the topic "Organisational mergers"
1
O'Reilly, Paul. Organisational integration of mergers and acquisitions: Realisation of synergy potentials. Dublin: University College Dublin, 1995.
Find full text
2
Kahmann, Marcus. Changes in national trade union structures: Organisational restructuring by mergers in Central and Eastern Europe, Germany, the U.K. and Australia. Bruxelles: European Trade Union Institute, 2003.
Find full text
3
Marcus, Kahmann·. Changes in national trade union structures: Organisational restructuring by mergers in Central and Eastern Europe· Germany· the U.K.· and Australia / Marcus Kahmann. Brussels: European Trade Union Institute·, 2003.
Find full text
4
Tipper, Gail. Cultures within organisations: An investigation into the organisational cultural issues encountered when organisations merge. Birmingham: University of Central England in Birmingham, 2000.
Find full text
5
MERGERS AND ACQUISITIONS: CONFRONTING THE ORGANISATION AND PEOPLE ISSUES. London: THOROgOOD, 2009.
Find full text
6
Randle, Keith. Merger, rationalisation and the 'high commitment' organisation. Hertford: University of Hertford, 1997.
Find full text
7
Gorman, W. M. Assembling efficient organisations? Oxford (Nuffield College, Oxford OX1 1NF): Nuffield College, 1986.
Find full text
8
Commission, Monopolies and Mergers. The Littlewoods Organisation PLC and Freemans PLC (a subsidiary of Sears plc): A report on the proposed merger. London [England]: Stationery Office, 1997.
Find full text
9
Commission, Monopolies and Mergers. Grand Metropolitan plc and William Hill Organisation Limited: A report on the merger situation. London: H.M.S.O., 1989.
Find full text
10
Rasmussen, L. Cultural change and its impact on organisational commitment, job satisfaction and motivation within hydro aluminium - a merger revisited six years on. Manchester: UMIST, 1992.
Find full textBook chapters on the topic "Organisational mergers"
1
Lennox-Chhugani, Niamh. "The Role of Organisational Identity in Health Care Mergers: An NHS Example." In The Reform of Health Care, 79–90. London: Palgrave Macmillan UK, 2012. http://dx.doi.org/10.1057/9780230355026_7.
Full text
2
Visser, Rinke. "Fusionen als biographische Krise in Organisationen." In Public Merger, 283–90. Wiesbaden: Gabler Verlag, 2004. http://dx.doi.org/10.1007/978-3-322-84552-8_13.
Full text
3
Buchner, Dietrich. "Die Integrationsschritte/-organisation." In Der Mensch im Merger, 52–101. Wiesbaden: Gabler Verlag, 2002. http://dx.doi.org/10.1007/978-3-322-82421-9_4.
Full text
4
Schmid, Stefan, and Frederic Altfeld. "Airbus – Managing the legacy of a complex international merger." In Technologie, Strategie und Organisation, 287–308. Wiesbaden: Springer Fachmedien Wiesbaden, 2016. http://dx.doi.org/10.1007/978-3-658-16042-5_15.
Full text
5
Cai, Yuzhuo. "Quantitative Assessment of Organisational Cultures in Post-merger Universities." In Cultural Perspectives on Higher Education, 213–26. Dordrecht: Springer Netherlands, 2008. http://dx.doi.org/10.1007/978-1-4020-6604-7_14.
Full text
6
Price, Terry. "Business organisation (II): privatisation, merger and monopoly control." In Mastering Business Law, 219–27. London: Macmillan Education UK, 1995. http://dx.doi.org/10.1007/978-1-349-13549-3_15.
Full text
7
Heinrich, Detlef. "Due Diligence in Merger & Acquisition-Prozessen." In Governance von Profit- und Nonprofit- Organisationen in gesellschaftlicher Verantwortung, 183–96. Wiesbaden: Deutscher Universitätsverlag, 2005. http://dx.doi.org/10.1007/978-3-663-10189-5_11.
Full text
8
Hassett, Mélanie. "Organisational Commitment in Acquisitions." In Advances in Mergers and Acquisitions, 19–38. Emerald Group Publishing Limited, 2012. http://dx.doi.org/10.1108/s1479-361x(2012)0000010005.
Full text
9
Smale, Bob. "Organizational Union Identity." In Exploring Trade Union Identities, 81–90. Policy Press, 2020. http://dx.doi.org/10.1332/policypress/9781529204070.003.0006.
Full textAbstract:
This chapter explores ‘organisational union identity’ projected by unions that organise within employer defined membership territories. These unions project three forms of organisational identity, namely, ‘organisational union identity’, where the unions such as Advance seek to organise the whole organisation, ‘sub-organisational union identity’, as with Skyshare which organises pilots employed by NetJets and ‘multi-organisational union identity’ where unions including NGSU operate at a group level. The chapter explores the observable characteristics of organisational union identity together with the impact of mergers, membership benefits, affiliations and political alignment. It further recognises that whilst organisational unions were often formed with employer encouragement as part of union avoidance strategies, that many have now progressed to become certified trade unions and some to have merged with more broadly based trade unions. Therefore, given that there would seem to be a ‘direction of travel’ from formation to certification, it is argued that fermenting new organisational unions might perhaps be a route to restoring trade union membership.
10
Hearn, Jonathan. "Culture: nations, banks and the organisation of power and social life." In Salvage Ethnography in the Financial Sector. Manchester University Press, 2017. http://dx.doi.org/10.7228/manchester/9780719087998.003.0004.
Full textAbstract:
With this chapter the book shifts from the contextualisation of the original study to the close examination of that study and its data. It presents ethnographic data on the discourses in the Bank relating to the ideas of national and organisational cultures. It examines how staff members compared and contrasted the cultures of the two merging organisations, Halifax and Bank of Scotland, and how they construed the differences between Scottishness and Englishness, especially in terms of culturally encoded notions of ‘diffidence’ and ‘confidence’. It shows how all these notions of culture became bound up with the making sense of the tensions engendered by the merger and the general direction of organisational change. A ‘conceptual interlude’ in the middle of the chapter explores the social science concept of culture, arguing that this tends to be too narrow and ideational, and insufficiently attuned to the organisation of power in the generation of culture.
Conference papers on the topic "Organisational mergers"
1
Coulson, K. E. W., T. C. Slimmon, and M. A. Murray. "A Structured Approach to Supplier Performance Measurement." In 2000 3rd International Pipeline Conference. American Society of Mechanical Engineers, 2000. http://dx.doi.org/10.1115/ipc2000-116.
Full textAbstract:
The start of the new millennium will see companies in the oil and gas industry faced with a dual challenge. Not only will they have to undertake exploration in more demanding terrain and environments, but they also face far more competition in what they previously regarded as their traditional marketplace. The goal of meeting both shareholder and customer needs, while simultaneously attempting to increase market share by becoming more competitive, will be paramount if this success is to be achieved. While a number of strategies have been developed over the last decade in an attempt to achieve and balance these financial goals, the control and reduction of costs play a significant part in all such ‘cost effective’ programs. Past approaches have targeted the organisational structure, internal processes and strategic advantage through acquisitions, mergers and downsizing. However, any gains realised by such programs must be continuously improved upon by implementing innovative approaches to future reductions and controlling costs. Some companies have shifted the focus from internal cost scrutiny to influencing and ultimately controlling external factors of cost. The supply chain offers a tremendous opportunity to drive out costs, one such approach being to partner with the best suppliers of key components to shorten delivery times while minimizing life cycle costs. It is therefore paramount that one distinguishes between those who are simply suppliers and that smaller group who are the best suppliers, all the while fostering a win-win relationship by sharing growth and profitability. This paper will introduce the concepts of the Supplier Performance Measurement Process (SPMP), which NOVA / TransCanada introduced in late 1997 to measure and manage its suppliers’ performance in the provision of a few strategically critical commodities. To provide context for this paper two such commodities, high pressure line pipe and high integrity pipe coatings are addressed in some detail. The application of the process to these commodities alone yielded a capital cost reduction of 6%. The paper explains in practical terms, the steps involved in the implementation of SPMP, and provides a simple process for eliciting feedback on the efficacy of the procurement process.