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

Saunders, M, Altinay, L and Riordan, K (2009) The management of post-merger cultural integration: implications from the hotel industry Service Industries Journal, 29 (10). pp. 1359-1375.

Preview

Text 2009_Saunders_Altinay_Riordan_Management_of_Post_Merger_Cultural_Integration.pdf Download (177kB)

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.

Item Type:	Article
Divisions :	Faculty of Arts and Social Sciences > Surrey Business School
Authors :	Saunders, M, Altinay, L and Riordan, K
Date :	2009
Depositing User :	Maria Rodriguez-Marquez
Date Deposited :	12 Oct 2010 15:42
Last Modified :	06 Jul 2019 05:07
URI:	http://epubs.surrey.ac.uk/id/eprint/2436

Actions (login required)

View Item

Downloads