Timing of Communication in Organizational Culture Change Processes: The Case of a Domestic Acquisition

  • Daniel Dauber


This case study meticulously charts a commercial acquisition, with the objective of demonstrating the importance of synchronizing organizational communication with organizational change, if both parties are not to suffer traumatic culture shocks. Dauber clearly illustrates the need to find common ground before implementing major decisions, in order to create synergies and harmonize operations that will ease the transition from two companies into one.


Organizational Culture Configuration Model Strategic Management Journal Target Company Business Customer 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.


Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.


  1. T.L. Amburgey and T. Dacin, 1994, “As the left foot follows the right? The dynamics of strategic and structural change,” Academy of Management Journal, 37(6), 1427–1452.CrossRefGoogle Scholar
  2. K. Andrews, 1971, The concept of corporate strategy (Homewood, IL: Dow Jones-Irwin).Google Scholar
  3. H.I. Ansoff, 1965, Corporate strategy: An analytic approach to business policy for growth and expansion (New York: McGraw-Hill).Google Scholar
  4. S.H. Appelbaum, H. Gandell, H. Yortis, S. Proper and F. Jobin, 2000, “Anatomy of a merger: behavior of organizational factors and processes throughout the pre-during-post-stages” (part 1), Management Decision, 38(9), 649–662.CrossRefGoogle Scholar
  5. J.W. Berry, 1980, “Acculturation as varieties of adaptation,” in A Padilla, Acculturation, theory, models and some new findings (Boulder, CO: Westview Press).Google Scholar
  6. S. Cartwright and C.L. Cooper, 1993, “The role of culture compatibility in successful organizational marriage,” Academy of Management Executive, 7(2), 57–70.Google Scholar
  7. S. Chatterjee, M.H. Lubatkin, D.M. Schweiger and Y. Weber, 1992, “Cultural differences and shareholder value in related mergers: linking equity and human capital,” Strategic Management Journal, 13(5), 319–334.CrossRefGoogle Scholar
  8. J. Child, D. Faulkner and R. Pitkethly, 2001, The management of international acquisitions (Oxford: Oxford University Press).Google Scholar
  9. D. Dauber, 2012, “Opposing positions in M&A research: culture, integration and performance,” Cross Cultural Management: An International Journal, 19(3), 375–398.CrossRefGoogle Scholar
  10. D. Dauber, G. Fink and M. Yolles, 2012, “A configuration model of organizational culture,” SAGE Open, 2(1), 1–16. DOI: 10.1177/2158244012441482.CrossRefGoogle Scholar
  11. H. Deresky and E. Christopher, 2012, International management; Managing cultural diversity (Pearson Australia), chapter 1.Google Scholar
  12. L. Donaldson, 1987, “Strategy and structural adjustment to regain fit and performance: in defense of contingency theory,” Journal of Management Studies, 24(1), 1–24.CrossRefGoogle Scholar
  13. L. Donaldson—, 1996, For positive organization theory: proving the hard core (London, England: SAGE). Economist, 4 December 1999, “Faites vos jeux,” 63.CrossRefGoogle Scholar
  14. M.J. Epstein, 2004, “The drivers of success in post-merger integration,” Organizational Dynamics, 33(2), 174–189.CrossRefGoogle Scholar
  15. M.E. Graebner, 2004, “Momentum and serendipity: how acquired leaders create value in the integration of technology firms,” Strategic Management Journal, 25(8/9), 751–777.CrossRefGoogle Scholar
  16. R.T. Hamilton and G.S. Shergill, 1992, “The relationship between strategy-structure fit and financial performance in New Zealand: evidence of generality and validity with enhanced controls,” Journal of Management Studies, 29, 95–113.CrossRefGoogle Scholar
  17. R.T. Hamilton and G.S. Shergill—, 1993, The logic of New Zealand business: strategy, structure, and performance (Auckland; New Zealand: Oxford University Press).Google Scholar
  18. I.C. Harris and T.W. Ruefli, 2000, “The strategy/structure debate: an examination of the performance implications,” Journal of Management Studies, 37(4), 587–604.CrossRefGoogle Scholar
  19. P.C. Haspeslagh and D.B. Jemison, 1991, “The challenge of renewal through acquisitions,” Planning Review, 19(2), 27–32.CrossRefGoogle Scholar
  20. A.C. Inkpen, A.K. Sundaram and K. Rockwood, 2000, “Cross-border acquisitions of U.S. technology assets,” California Management Review, 42 (Spring), 50–70.CrossRefGoogle Scholar
  21. M.H. Kavanagh and N.M. Ashkanasy, 2006, “The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger,” British Journal of Management, 17, 81–103.CrossRefGoogle Scholar
  22. C.B. Meyer, 2008, “Value leakages in mergers and acquisitions: why they occur and how they can be addressed,” Long Range Planning, 41, 197–224.CrossRefGoogle Scholar
  23. S.H. Schwartz, 1 January 1999, “A theory of cultural values and some implications for work applied psychology,” Applied Psychology, 48(1), 23–47.CrossRefGoogle Scholar
  24. D.M. Schweiger and A.S. DeNisi, 1991, “Communication with employees following a merger: a longitudinal field experiment,” Academy of Management Journal, 34(1), 110–135.CrossRefGoogle Scholar
  25. T.J. Tetenbaum, 1999, “Beating the odds of merger & acquisition failure: seven key practices that improve the chance for expected integration and synergies,” Organizational Dynamics, 28(2), 22–35.CrossRefGoogle Scholar
  26. Y. Weber, 1996, “Corporate cultural fit and performance in mergers and acquisitions,” Human Relations, 49(9), 1181–1202.CrossRefGoogle Scholar
  27. Y. Weber and N. Pliskin, 1996, “The effects of information systems integration and organizational culture on a firm’s effectiveness,” Information & Management, 30, 81–90.CrossRefGoogle Scholar
  28. K.E. Weick, 1995, Sensemaking in organizations (Sage Publications: Thousand Oaks).Google Scholar
  29. O.E. Williamson, 1975, Markets and hierarchies analysis and antitrust implications: a study in the economics of internal organization (New York: Free Press).Google Scholar

Copyright information

© Daniel Dauber 2015

Authors and Affiliations

  • Daniel Dauber

There are no affiliations available

Personalised recommendations