Organisational culture

An effective integration of different organisational cultures is frequently considered as an crucial factor that determines the success of mergers and acquisitions (M&A) (Weber, 1996; Teerikangas and Very, 2006). For instance, the recent case of L’Oréal reselling The Body Shop after a brief takeover was interpreted as a result of distinctive cultural differences (Agnew and Daneshkhu, 2017) despite that L’Oréal has effectively managed many subsidiaries in the global market while sustaining a strong French image (Hong and Doz, 2013). Discuss the importance of effective organisational culture changes and integration in M&A by drawing on theoretical and empirical evidence as well as examples of the existing organisational practices. What are the obstacles to changing and integrating organisational cultures? - How does changing organisational culture affect employees, especially in M&A? - How to effectively manage resistance to organisational change? - What lessons could be learned from past M&A failures resulted from differences in organisational culture? - What good practices from examples of successful cultural integration and change in M&A could be adopted by organisations in similar situations?      

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