Acculturation

The evidence from merger activity of the 1980''s generally resulted in negative results to shareholders of acquiring firms. Many studies show decreases in profitability at the line-of-business level (Sirower, 1997). Employing a qualitative, action oriented research design, I used Nahvandi and Malekzadeh''s (1998) model of acculturation. This action oriented research project engaged employees, currently involved in a merger, as active participants with results that had practical outcomes related to their work lives. Research findings suggest that knowledge of Nahvandi and Melekzadeh''s model was helpful. It provided employees with a frame to view implementation of the merger. Modes of acculturation coexist and frequently shift suggesting that acculturation is a process not an outcome. Employees who can span organizational boundaries are critical to merger success.

Autorentext

Kat Lui, Ph.D. is a professor, and graduate program director of Training & Development at the Univerisity of Wisconsn. She received her Ph.D. in Human and Organizational Systems from the Fielding Graduate University. Her current research applies professional competencies of organizational development to health and productivity management.

Klappentext

The evidence from merger activity of the 1980's generally resulted in negative results to shareholders of acquiring firms. Many studies show decreases in profitability at the line-of-business level (Sirower, 1997). Employing a qualitative, action oriented research design, I used Nahvandi and Malekzadeh's (1998) model of acculturation. This action oriented research project engaged employees, currently involved in a merger, as active participants with results that had practical outcomes related to their work lives. Research findings suggest that knowledge of Nahvandi and Melekzadeh's model was helpful. It provided employees with a frame to view implementation of the merger. Modes of acculturation coexist and frequently shift suggesting that acculturation is a process not an outcome. Employees who can span organizational boundaries are critical to merger success.