Corporate Cultures Integration and Organizational Performance: A Conceptual Model on the Performance of Acquiring Companies

Idris, Syazliana Astrah Mohd; Wahab, Rabiah Abdul; Jaapar, Aini

doi:10.1016/j.sbspro.2015.01.407

Cited by 16 publications

(10 citation statements)

References 19 publications

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“…Corporate managers can establish an effective organizational culture to enhance performance (Childress, 2013;Flamholtz & Randle, 2011;Melo, 2012). Efficacious cultural integration within the corporate group is an important element in maintaining successful communication and enhancing performance (Idris, Wahab, & Jaapar, 2015). Lee and Gaur (2013) indicated that establishing an effective organizational culture in the corporate group is necessary to enhance performance.…”

Section: Organizational Culture Ismentioning

confidence: 99%

“…Profitability is a crucial factor for the persistence of any business, and expanding the business scope is also vital for the growth of the business (Erdorf, Hartmann-Wendels, Heinrichs, & Matz, 2013). Poor cultural integration within diversified companies affects the financial performance of the corporate group and shareholder value (Eaton & Kilby, 2015;Idris et al, 2015). Weber and Tarba (2012) Weber and Tarba (2012) indicated that 89% of newly acquired businesses in the United States of America fail to succeed due to a lack of cultural integration between member companies and the corporate office.…”

Section: Manymentioning

confidence: 99%

“…The absence of effective organizational culture and poor cultural integration affect organizational performance and decrease shareholder return in a corporate group (Idris et al, 2015). As per Eaton and Kilby (2015), 72% of corporate leaders recognized the importance of organizational culture to organizational performance, but only 25% identified an effective organizational culture for their organizations.…”

Section: Problem Statementmentioning

confidence: 99%

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Exploring Strategies to Establish an Effective Organizational Culture to Enhance Corporate Performance: A Concept Paper

2021

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Maintaining an effective organizational culture within the corporate group is indeed a must to enhance organizational performance and shareholder return. A concept is proposed for a qualitative study aimed to explore prominent strategies that one corporate group deploys to establish an effective organizational culture to enhance performance. Denison organizational culture model is served as the theoretical underpinning for the study. "What strategies do senior managers deploy to establish an effective organizational culture to enhance performance" is identified as the research problem of the study in order to bridge the prevailing research gap. The research problem is answered through four research questions. An exploratory single-case study design is used for the study. A purposive sample of 20 senior managers from a leading corporate group in Sri Lanka participate in semi structured face-toface interviews. The study corporate group has 47 companies belongs to six main sectors, which is one of the largest corporate groups in Sri Lanka. The chosen participants conform the criteria of a minimum of 5 years of experience with strategies in establishing an effective organizational culture in the corporate group. The findings of this study would reveal a new model for business managers to enhance corporate performance by establishing an effective organizational culture.

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Section: Organizational Culture Ismentioning

confidence: 99%

Section: Manymentioning

confidence: 99%

Section: Problem Statementmentioning

confidence: 99%

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Exploring Strategies to Establish an Effective Organizational Culture to Enhance Corporate Performance: A Concept Paper

2021

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“…A number of authors have determined that OC emerges as one of the principal drivers for post-merger performance (Ali et al, 2018;Denison, 1993;Denison et al, 2011;Gupta, 2011;Idris et al, 2015). Other extensive research studies focus on how cultural differences affect the level of integration (Chatterjee et al, 1992;Child et al, 2001;Pitkethly et al, 2003;Weber, 1996;Weber et al, 1996;Weber et al, 2011).…”

Section: Organisational Culture and Mergers And Acquisitionsmentioning

confidence: 99%

“…Introduced as a mainstay in the submitted M&A research (Denison et al, 2003;Weber et al, 1996), organisational culture (OC) appeared at one time to be a focal area in respect of links with M&A performance in a large and growing number of publications (Denison et al, 2011;Giessner et al, 2016;Hu et al, 2009;Idris et al, 2015;Scott et al, 2003;Verdu-Jover et al, 2018). Yet, there is little research assessing the impact of OC on integration levels in the newly merged organisation.…”

Section: Introductionmentioning

confidence: 99%

Organisational culture affecting post-merger integration

Yang

Lütge

Yang

2019

RIBS

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Purpose The purpose of this paper is to determine the principal organisational cultural dimensions that affect levels of post-merger integration (PMI) in Chinese acquisitions in Germany and to explore the relationship of these specific organisational cultural dimensions and levels of integration. Design/methodology/approach Data set were collected using a structured questionnaire given to Chinese and German managers and employees, who implemented/were responsible for the PMI in 12 Chinese acquisitions in Germany. A total of 120 questionnaires were distributed and there were 67 respondents, corresponding to a response rate of about 56 per cent. Principal components analysis, one-way ANOVA and bi-variate Spearman’s correlation were applied to analyse the data. Findings Findings revealed that five organisational cultural dimensions (i.e. adaptability, consistency, involvement, balance and flexibility) were extracted to be the primary indicators affecting levels of integration in Chinese reverse mergers and acquisitions (M&As) in the German market. Further, adaptability emerged as the only predictor with a significant negative implication on predicting the degree of PMI that Chinese investors would initiate to integrate their acquired German subsidiaries. Originality/value This study is one of the few studies to consider the specific organisational cultural dimensions affecting the integration levels of reverse M&As and is the first study, to the best of our knowledge, to explore the correlations of specific corporate cultural dimensions and integration levels in emerging multinational enterprises’ reverse M&As through quantitative research.

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Analytics and Data Computing for the Development of the Concept Digitalization in Business and Economic Structures

Vedernikov¹,

Volianska-Savchuk²,

Zelena³

et al. 2023

Advances in Intelligent Systems and Computing

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Corporate Cultures Integration and Organizational Performance: A Conceptual Model on the Performance of Acquiring Companies

Cited by 16 publications

References 19 publications

Exploring Strategies to Establish an Effective Organizational Culture to Enhance Corporate Performance: A Concept Paper

Exploring Strategies to Establish an Effective Organizational Culture to Enhance Corporate Performance: A Concept Paper

Organisational culture affecting post-merger integration

Analytics and Data Computing for the Development of the Concept Digitalization in Business and Economic Structures

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