Multiple Organisational Identities after M&As

This chapter deals with the subject of the organizational identity in organizations that went through M&A. In particular, the chapter aims to describe how the sensemaking process enables multinational companies (MNCs ) to maintain multiple identities, even after the integration process seems to be completely operationalised. Many studies have provided an explanation of how the evolution of organisational identity reduces ambiguity due to multiple identities in order to identify a new common identity. This chapter presents the results of some grounded studies on acquisitions and mergers in several industries (pharma, banking, etc.), arguing that the choice of maintaining multiple identities can even be appropriate and not necessarily despicable. The chapter concludes by stating that a balanced effort of sources of singularity and plurality in identities describes the building process of a new, multiple, identity.