Renegotiating the Sameness–Difference Dialectic
Organisational culture is one thing, but what happens during a merger is another. In a new qualitative study in The Journal of Applied Behavioural Science, case studies from the healthcare industry found that groups of workers approach a merger differently, ranging from proactive positions as ‘mavericks’ and ‘fighters’ to passive positions of ‘adapters’ and ‘victims’.
Management must negotiate identity in organisational mergers to ensure that negative aspects of such positioning does not undermine the merging of multiple workplace cultures into a new merged organisational culture...
View the full publication
here
0 comments:
Post a Comment
Comments are moderated. Spam will be ignored. Thanks for contributing!