THE EFFECTS OF POST-M&A CULTURAL CHANGE IN ORGANIZATIONS ON INDIVIDUAL AND ORGANIZATIONAL PERFORMANCE

Year 2019, Volume: 6 Issue: 6, 645 - 654, 30.06.2019

Eyyüb Ensari Cicerali

Abstract

With unremitting change and intense competition, nowadays companies in
Turkey are increasingly turning to be users of M&A as a tool to grow, build
synergy, attain local/global presence, enter into new sectors, or achieve
economies of scale and scope. However, it is too bad that they are usually not
very good at wielding this tool successfully. Previous research yielded that
good management of change related with human side of M&As, particularly the
culture factor, has deterministic role in achievement of post-M&A success.
Based on this backdrop, the major aim of the current study is to examine the
effects of post-M&A culture change on individual and organizational
performance outcomes. Survey method was used to gather responses of a
purposeful convenience sample of employees (N=154), which went through an
M&A process. An organizational culture inventory (DOCS), a personality
inventory (NEO), a political skills inventory, and questions assessing
perceptions of employees about pre and post-M&A organizational and
individual performance were used to gather data. The findings of this study
indicate that the strength of organizational culture significantly changes
after M&As.  

Keywords

Mergers&Acquisitions, Individual Performance, Organizational Performance, Organizational Culture, Organizational Behavior, Personality

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