When Cultures Collide
The Anatomy of a Merger
Bibliographic Data
| ID | 9889474 |
|---|---|
| Authors | Anthony F Buono (0000-0003-2932-911X, Bentley University, corresponding author), James L Bowditch (Boston College), John W Lewis (Boston College) |
| Year | 1985 |
| Volume | 38 |
| Issue | 5 |
| Pages | 477-500 |
| Publication date | 1985-05-01 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Human Relations (JOURNAL) |
| Journal identifiers | ISSN: 0018-7267 • E-ISSN: 1741-282X |
| Publisher | SAGE Publications (PUBLISHER • US) |
| DOI | 10.1177/001872678503800506 |
| OpenAlex | W2144963573 |
| Language | EN |
| Citations received | 38 |
| References cited | 25 |
An extended case study of a recent merger between two mutual savings banks is studied from the perspective of organizational culture. Data on organizational culture and organizational climate are analyzed from pre- and post-merger interviews, observations, archival information, and survey questionnaires. Results suggest that even within the same industry, there are major difficulties in trying to merge two different though viable organizational cultures
Business · Economics · Knowledge management · Management · Merge (version control · Organisation climate · Organizational change · Organizational culture · Perspective (graphical · Political science · Public relations · Banking stability, regulation, efficiency · Computer Science · Cooperative Studies and Economics · Islamic Finance and Banking Studies
United we win, divided we fail? Effects of cognitive merger representations and performance feedback on merging groups
A Typology of Virtual Teams
Identifying influential studies and maturity level in intellectual structure of fields
Managing Uncertainty During a Corporate Acquisition
When Two African Cultures Collide
Organizational identification after a merger
Enforcing Disclosure Compliance in Mergers and Acquisitions
Organisational dilemmas in community neighbourhood organisation
Becoming “world-class”? Reputation-building in a university merger
Team Climate Inventory With a Merged Organization
Nonprofit post-merger identification
Managing Organizational Culture
Defining Stories in Organizations
The DaimlerChrysler takeover failure revisited from a varieties-of-capitalism perspective
Surviving Post-merger ‘Culture Clash’
Mars-Venus Marriages
Merger as field transformation
Building trust in cross-cultural integration
Cross‐border cooperation
Cultural heterogeneity, acquisition experience and the performance of Chinese cross-border acquisitions
Mergers and group status
Gender and National Identity Constructions in the Cross‐Border Merger Context
When the going gets tough
Process-orientation versus outcome-orientation during organizational change
Ideological positioning in organizational change
Examining organisational subcultures
Cultural changes during the integration process of acquisitions
Person‐Environment Fit Theory
Acculturation in Acquired Organizations
Power, corruption and lies
Mergers, jobs, and wages in the United States telecommunications industry
Research Note Measuring Organizational Culture Clashes
Eliciting and Analysing Employees' Expectations of a Merger
Trajectories and antecedents of integration in mergers and acquisitions
Achieving Acculturation in Mergers and Acquisitions
Value Congruence and Satisfaction with a Leader
The Role of Organisational Culture in the Merger of English Local Authorities into a Single Unitary Authority
Technological Grounding
| Unique citing works | 38 |
|---|---|
| Citations per year | 1,06 |
| Citation span | 1990 - 2025 (36) |
| Citation velocity | recent |
| Highly cited | No |
| Citation types | Neutral: 37 |