haku: @author Kavanagh, M. H. / yhteensä: 1
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| Tekijä: | Kavanagh, M. H. Ashkanasy, N. M. |
| Otsikko: | The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger |
| Lehti: | British Journal of Management
2006 : MAR, VOL. 17: special issue, p. S81 - S103 |
| Asiasana: | mergers organizations culture management strategy change |
| Kieli: | eng |
| Tiivistelmä: | An extensive study about mergers, combining qualitative and quantitative methods, is presented in the article. Mergers between three large multi-site public-sector organizations were examined in order to study the effects of leadership and change management strategies on individualsÂ’ acceptance of cultural change. Results show, how the change which follows a merger is often a strain for managers themselves and that a successful transformation of the culture is usually prevented by the pace of change. The way by which managers are regarded and also who is regarded as a manager are determined by communication and a transparent change process. In the process of organizational re-engineering, it is important to have competent and trained managers so that the individuals within the organization accept the changes generated by a merger. |
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