Maverick, fighter, adapter, victim: how would you approach a business merger?

Business Merger

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...
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