Structured Abstract Purpose – This paper examines the possible coexistence of single and multiple organizational identities (OIs) after mergers and acquisitions (M&A). In particular, it describes how the sensemaking process leads the acquired and acquiring companies to maintain multiple identities, even after the formal conclusion of the integration process. Design/methodology/approach – The paper presents a grounded study based on a single case study (M&A between a German chemical multinational and an Italian/Swiss pharmaceutical firm). Findings – While many previous studies suggest that the evolution of OI reduces ambiguity by providing multiple identities under a shared commonality, this paper shows that multiple identities might survive within the same “new entity.” Research limitations/implications – Despite being based on a single case, the paper argues that the choice of maintaining multiple identities may be even more appropriate than the tendency to converge toward one of the old ones or toward a new one. The “sense” that employees and managers give to the same “words,” as well as the “sense” that they make for them, mirrors the perception they have of the OI. Practical implications – The conclusions presented could help managers to facilitate sensemaking as a means of dealing with multiple OIs. Originality – Differently from the extant literature, the paper concludes by stating that striking a balance between single and multiple identities might provide the ideal platform for building a new identity based on plurality. When the two (or more) organizational contexts present some complementarities, the existence of multiple identities, and its inner ambiguity, is not a problem per se. Keywords: Organizational Identity, Sensemaking, Mergers and Acquisitions - M&A, Change Management, Organizational development, Organization design, Pharmaceutical industry Article Classification: Research paper/Case study

Evolution of multiple organisational identities after an M&A event: A case study from Europe / DE BERNARDIS, Luigi; Giustiniano, Luca. - In: JOURNAL OF ORGANIZATIONAL CHANGE MANAGEMENT. - ISSN 0953-4814. - 28:3(2015), pp. 333-355. [10.1108/JOCM-05-2014-0096]

Evolution of multiple organisational identities after an M&A event: A case study from Europe

DE BERNARDIS, LUIGI;GIUSTINIANO, LUCA
2015

Abstract

Structured Abstract Purpose – This paper examines the possible coexistence of single and multiple organizational identities (OIs) after mergers and acquisitions (M&A). In particular, it describes how the sensemaking process leads the acquired and acquiring companies to maintain multiple identities, even after the formal conclusion of the integration process. Design/methodology/approach – The paper presents a grounded study based on a single case study (M&A between a German chemical multinational and an Italian/Swiss pharmaceutical firm). Findings – While many previous studies suggest that the evolution of OI reduces ambiguity by providing multiple identities under a shared commonality, this paper shows that multiple identities might survive within the same “new entity.” Research limitations/implications – Despite being based on a single case, the paper argues that the choice of maintaining multiple identities may be even more appropriate than the tendency to converge toward one of the old ones or toward a new one. The “sense” that employees and managers give to the same “words,” as well as the “sense” that they make for them, mirrors the perception they have of the OI. Practical implications – The conclusions presented could help managers to facilitate sensemaking as a means of dealing with multiple OIs. Originality – Differently from the extant literature, the paper concludes by stating that striking a balance between single and multiple identities might provide the ideal platform for building a new identity based on plurality. When the two (or more) organizational contexts present some complementarities, the existence of multiple identities, and its inner ambiguity, is not a problem per se. Keywords: Organizational Identity, Sensemaking, Mergers and Acquisitions - M&A, Change Management, Organizational development, Organization design, Pharmaceutical industry Article Classification: Research paper/Case study
Change management; Pharmaceutical industry; Organizational culture; Sensemaking; Organizational identity; Merger and acquisition (M&A)
File in questo prodotto:
File Dimensione Formato  
DeBernardisGiustiniano_Preview_JOCM-05-2014-0096.pdf

Open Access

Descrizione: De Bernardis, L., & Giustiniano, L. (2015). Evolution of multiple organisational identities after an M&A event: A case study from Europe. Journal of Organizational Change Management, 28(3), 333-355.
Tipologia: Documento in Pre-print
Licenza: DRM non definito
Dimensione 905.08 kB
Formato Adobe PDF
905.08 kB Adobe PDF Visualizza/Apri
JOCM-05-2014-0096.pdf

Solo gestori archivio

Descrizione: De Bernardis, L., & Giustiniano, L. (2015). Evolution of multiple organisational identities after an M&A event: A case study from Europe. Journal of Organizational Change Management, 28(3), 333-355.
Tipologia: Versione dell'editore
Licenza: Tutti i diritti riservati
Dimensione 397.78 kB
Formato Adobe PDF
397.78 kB Adobe PDF   Visualizza/Apri
Pubblicazioni consigliate

Caricamento pubblicazioni consigliate

I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.

Utilizza questo identificativo per citare o creare un link a questo documento: http://hdl.handle.net/11385/147188
Citazioni
  • Scopus 13
  • ???jsp.display-item.citation.isi??? 8
social impact