Organizational Culture in the Management of Mergers


This book focuses on the importance of organizational and human factors in the long-term success of mergers. While the failure of many of the 1980's mergers points to the need to implement the merger of two organizations as cultural entities, much of the focus has been on pre-merger financial planning. This volume explores the roles of organizational culture, strategy, leadership, and structure in combining two organizations. Special attention is paid to the need for the two merger partners to negotiate the process of implementation rather than to have similar cultures.


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