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Identity Versus Culture in Mergers of Equals

Author

Listed:
  • Zaheer, Srilata
  • Schomaker, Margaret
  • Genc, Mehmet

Abstract

We suggest that organizational identity -- 'who we are' -- may be as influential as culture -- 'how we do things' -- in affecting the integration process, especially in mergers of equals. We also suggest that the framing of a merger as one of 'equals' is itself likely to reinforce existing organizational identities by setting up an expectation of strict equality in all aspects of the merger.

Suggested Citation

  • Zaheer, Srilata & Schomaker, Margaret & Genc, Mehmet, 2003. "Identity Versus Culture in Mergers of Equals," European Management Journal, Elsevier, vol. 21(2), pages 185-191, April.
  • Handle: RePEc:eee:eurman:v:21:y:2003:i:2:p:185-191
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    Citations

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    Cited by:

    1. Steve Maguire & Nelson Phillips, 2008. "'Citibankers' at Citigroup: A Study of the Loss of Institutional Trust after a Merger," Journal of Management Studies, Wiley Blackwell, vol. 45(2), pages 372-401, March.
    2. Ravishankar, M.N. & Pan, Shan L., 2008. "The influence of organizational identification on organizational knowledge management (KM)," Omega, Elsevier, vol. 36(2), pages 221-234, April.
    3. Larsen, Michael Holm, 2006. "Value Creation through ICT Integration in Merger & Acquisition Processes," Working Papers 2005-8, Copenhagen Business School, Department of Informatics.
    4. Yildiz, H. Emre, 2016. "“Us vs. them” or “us over them”? On the roles of similarity and status in M&As," International Business Review, Elsevier, vol. 25(1), pages 51-65.
    5. Kroon, D.P., 2011. "The post-merger integration phase of organizations : A longitudinal examination of unresolved issues of justice and identity," Other publications TiSEM 35c4a57e-f5c9-4ecd-9b75-4, Tilburg University, School of Economics and Management.

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