The management of post-merger cultural integration: implications from the hotel industry

Abstract

This paper evaluates the effectiveness of post merger management of cultural integration in the hotel industry. Using a mixed method design incorporating a structured card sort of possible feelings and subsequent in-depth interview, data were collected from Head Office employees. Findings highlight the importance of human dynamics of a merger, emphasising the importance of strong leadership, open and honest communication as pre-cursors to mutual learning and suggesting the need for a pre merger cultural audit. Merging two organisations involves the dedication of a remarkable level of resources and activities both before and after the M&As and yet, a successful outcome is uncertain and it is subject to effective management of cultural integration.

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