Managing post-acquisition cultural change: an acquired company’s perspective
- Document type
- Working Paper
- Zueva, Anna; Ghauri, Pervez
- Manchester Business School
- Date of publication
- 12 September 2007
- University of Manchester Business School Working Papers
- Management & leadership: including strategy, public sector management, operations and production
- Business and management
- Material type
This paper argues that focus on cultural differences is important but not sufficient for a successful management strategy. Other factors, such as how company members perceive the outcomes of cultural changes, should be taken into account. The authors explore how acquired companies’ members justify their attitudes towards post-acquisition cultural changes. Following the findings, recommendations are provided for the guidance of cultural change in acquired companies by the acquirers’ managers. The arguments are developed by building a conceptual framework using the existing literature. The framework is subsequently examined and developed further through three interview-based case studies, one of which is presented in detail.
Is this the 'Version of Record (VoR)'?
Many different versions of a publication may be available on the web, only some of which might be considered part of the formal scholarly record. Please check whether this paper has been published in a journal by contacting the author, searching journal databases, or checking CrossMark It is the responsibility of publishers to register their publications with CrossMark.
Related to Management & leadership: including strategy, public sector management, operations and production
Downloadable article on reviewing command structures in light of COVID-19
Downloadable article on what it takes to be a resilient leader during the recovery phase of COVID-19
Downloadable article for leaders on responding to COVID-19