Corporate culture is an important phenomenon of organizations. Values, visions, norms, language, beliefs and habits of the organization are fixed in the cultures contents. A good working culture is important for the company’s success and profit situation. The globalization leads to a dramatic process in the economic markets. Takeovers, cooperation and mergers are typical consequences of the new economic era. This market process is also responsible for the collision of corporate cultures. Different needs justify that willful intervention in the culture system after a takeover. Dissatisfaction, isolation and inefficiency are only a few reasons why a cultural change is recommendable. For a successful change it is decisive to know everything about the old culture and to know what to do for changing it. Several theoretical models and strategies have been developed for this issue. The most reason why a change fails is that problems and limitations have not been taken into consideration or have not been handled the right way. Culture guides should lead the employees thru the changing process and should help orientating.
The change of a culture is a long way and many do are not patient enough to wait. The success of a change is based on many task but the important task is to recognize that problems occurring during the changing process are usual and the solving of these problems lead to the new culture. Problems are indicators for mistakes or wrong planning which have to be solved. Changing operators have to recognize problems as chance for succeeding.
Table of Contents
- Introduction
- Problem Definition
- Objectives
- Methodology
- Main Part
- Theoretical Models of Corporate Culture
- Deal & Kennedys Four Cultures Model
- Edgar H. Scheins Three Levels of Culture
- The Need for Culture Change
- Ways to Change Culture
- Cycle of Cultural Evolution in Organizations, Dyer
- Culture-Management-Process
- Problems and Limitations of Changing
- Business Case "Credit Mutuel Group"
- Theoretical Models of Corporate Culture
- Results and Conclusion
Objectives and Key Themes
This study examines the problems and limitations encountered when changing corporate culture following a takeover. The objective is to analyze theoretical models of corporate culture change and explore practical challenges based on a business case study. The study aims to identify strategies for successful cultural integration post-acquisition.
- Theoretical models of corporate culture change
- The need for cultural change after a takeover
- Strategies and methods for effective culture change
- Challenges and limitations in implementing cultural change
- Case study analysis of a successful (or unsuccessful) cultural integration
Chapter Summaries
Introduction: This chapter likely introduces the concept of corporate culture, its significance in organizational success, and the context of takeovers and mergers as catalysts for cultural clashes. It sets the stage for the study by highlighting the importance of understanding and managing cultural change in such scenarios. The introduction probably provides a brief overview of the subsequent chapters and their contributions to the overall research question.
Problem Definition: This section likely details the specific problems and challenges related to changing corporate culture after a takeover. It may focus on the conflicts that arise from merging distinct cultures, outlining the potential negative consequences of mishandled cultural integration, such as decreased employee morale, reduced productivity, and ultimately, the failure of the merger or acquisition. The chapter probably establishes a clear problem statement to guide the subsequent analysis.
Objectives: This chapter outlines the specific research objectives of the study. It clearly articulates what the study aims to achieve, including an in-depth examination of theoretical models and practical strategies for managing cultural change post-takeover. It might also state the scope of the research and the methods employed to achieve the objectives. The clarity of objectives would be crucial for the overall structure and analysis.
Methodology: This chapter describes the research methods used in the study. It will detail the approach taken, such as the use of theoretical models, case studies, or other research techniques, explaining the rationale behind these choices and how the selected methods address the research questions. It would likely focus on the selection and justification of the research approach and the methods employed for data collection and analysis.
Theoretical Models of Corporate Culture: This chapter likely explores various theoretical models that explain corporate culture and how it can be changed. It would discuss established models such as Deal & Kennedy's Four Cultures Model and Edgar Schein's Three Levels of Culture. Each model would likely be presented with its own strengths, limitations, and applicability to post-takeover situations. The chapter might also highlight the relevance and applicability of these models to the specific context of the study.
The Need for Culture Change: This chapter likely examines the reasons why culture change is necessary after a takeover. It would probably discuss the potential negative consequences of maintaining separate corporate cultures, such as conflict, reduced efficiency, and failure to achieve the goals of the merger or acquisition. The chapter might build on the problems already outlined in the problem definition, giving a more in-depth analysis of the situation and the imperative for cultural transformation. This section may also explore the long-term benefits of successfully integrating corporate cultures.
Ways to Change Culture: This chapter likely discusses different strategies and methods for changing corporate culture. It may examine approaches such as Dyer's Cycle of Cultural Evolution or other culture management processes. The chapter might delve into specific techniques for managing cultural change, considering their advantages and limitations in different organizational contexts. It would probably present practical examples of how organizations have effectively implemented culture change initiatives.
Problems and Limitations of Changing: This chapter likely focuses on the challenges and obstacles that often hinder successful corporate culture change initiatives. It might address issues such as resistance to change from employees, lack of management support, inadequate communication, or unrealistic expectations. This chapter would likely be linked to the previously discussed theoretical models and strategies, providing a critical analysis of their limitations and potential pitfalls.
Business Case "Credit Mutuel Group": This chapter likely presents a detailed case study of the Credit Mutuel Group, analyzing its approach to managing corporate culture change following a takeover or merger. The chapter would provide a specific example of how the theoretical models and strategies discussed earlier have been (or have not been) applied. It would offer insights into the success or failure of their cultural integration, highlighting valuable lessons for future similar projects. A detailed analysis of this case study would be central to supporting the main arguments of the research.
Keywords
Corporate culture, change management, mergers and acquisitions, organizational culture, cultural integration, takeover, theoretical models, case study, employee resistance, cultural evolution, successful integration, challenges, limitations.
Frequently Asked Questions: A Comprehensive Language Preview
What is the main topic of this study?
This study examines the challenges and limitations of changing corporate culture after a takeover or merger. It focuses on analyzing theoretical models of corporate culture change and applying these models to a real-world business case, aiming to identify strategies for successful cultural integration post-acquisition.
What are the key themes explored in this study?
Key themes include theoretical models of corporate culture change (such as Deal & Kennedy's Four Cultures Model and Schein's Three Levels of Culture), the necessity of cultural change after a takeover, strategies and methods for effective culture change, the challenges and limitations of implementing such changes, and a case study analysis of cultural integration (using the Credit Mutuel Group as an example).
What theoretical models of corporate culture are discussed?
The study explores Deal & Kennedy's Four Cultures Model and Edgar H. Schein's Three Levels of Culture, examining their strengths, weaknesses, and applicability to post-takeover scenarios. It also likely incorporates Dyer's Cycle of Cultural Evolution and other culture management processes in its analysis of practical strategies.
Why is culture change necessary after a takeover?
The study highlights the potential negative consequences of maintaining separate corporate cultures post-acquisition, such as conflict, reduced efficiency, and failure to achieve merger/acquisition goals. It emphasizes the need for cultural integration to maximize the benefits of the merger and improve long-term organizational success.
What strategies and methods for culture change are considered?
The study analyzes various strategies and methods for changing corporate culture, including approaches like Dyer's Cycle of Cultural Evolution and other culture-management processes. It likely examines specific techniques, weighing their advantages and limitations in different organizational contexts, and providing practical examples.
What are the challenges and limitations of changing corporate culture?
The study addresses common obstacles to successful culture change, such as employee resistance, lack of management support, inadequate communication, and unrealistic expectations. It analyzes these challenges within the context of the discussed theoretical models and strategies.
What is the role of the Credit Mutuel Group case study?
The Credit Mutuel Group serves as a detailed case study, illustrating how theoretical models and strategies for culture change have been (or haven't been) applied in practice. This analysis provides valuable insights into the success or failure of their cultural integration, offering lessons for future similar projects.
What are the overall objectives of this study?
The study aims to analyze theoretical models of corporate culture change, explore practical challenges in cultural integration post-takeover, and identify strategies for successful cultural integration. It seeks to provide a comprehensive understanding of the complexities involved in managing such changes.
What is the structure of this document?
The document provides a comprehensive preview including a table of contents, objectives and key themes, chapter summaries, and keywords. This allows for easy navigation and understanding of the study's scope and content.
What are the keywords associated with this study?
Keywords include: Corporate culture, change management, mergers and acquisitions, organizational culture, cultural integration, takeover, theoretical models, case study, employee resistance, cultural evolution, successful integration, challenges, limitations.
- Quote paper
- Diplom-Kaufmann (FH) Johann Gross (Author), 2013, Corporate Culture: Problems and Limitations of Change after a Takeover, Munich, GRIN Verlag, https://www.grin.com/document/210072
