No abstract

Many takeovers and mergers are not successful, over half fail. Specific after sale integration problems arising from a lack of workforce integration can cause failure. The continued long term success of firms is postulated as requiring a type of acculturation which allows a willingness and motivation to perform. Through a series of interviews with East German managers and employees in foreign acquired units, together with employees released after takeover, the type of acculturation and perceived level of integration was examined. An interesting linkage emerged. The perceived level of integration was viewed by the interviewees as being higher in the firms where the workforce feels their past is accepted and has been integrated into the new firm's operations.

This paper reviews the literature in the fields of learning, knowledge creation and storage in organisations and links the theories in these fields to mergers and acquisitions. Specifically, mergers and acquisitions (M&As) of East German ex-combines by western firms are examined from the viewpoint ofdoes the dominant culture always win or is it possible for two-way learning? The answer to these questions seems to depend upon the mode of acquisition, the level of acculturation and on the length of time elapsed. These three factors and others are combined into a model to predict potential results of M&As. The theory section is supported by data collected from six western M&As in East Germany where a total of 36 in-depth, open ended interviews were held. Dem vorliegenden Artikel wird ein Literaturüberblick zum organisationalen Lernen sowie der Wissenserzeugung und-speicherung von Wissen in Organisationen vorangestellt. Die entsprechenden Theorien werden auf das Spezialthema dieser JEEMS-Ausgabe übertragen. Es werden Übernahmen von ostdeutschen Kombinaten durch westliche Unternehmen untersucht. Folgende Frage steht dabei im Mittelpunkt: Gewinnt immer die dominante Kultur oder ist auch ein wechselseitiges Lernen möglich? Die Art des Zukaufs, der wahrgenommene Grad der Akkulturation und die seit der Übernahme vergangene Zeit scheinen hierauf Einfluß zu haben. Es wird ein Arbeitsmodell entwickelt, um die möglichen Folgen von Unternehmenszusammenschlüssen vorhersagen zu können. Aussagen aus 36 Interviews in sechs untersuchten ostdeutschen Betrieben bekräftigen die theoretischen Vorannahmen.