CULTURAL INTEGRATION IN MERGERS AND ACQUISITIONS: AN EMPIRICAL APPROACH
Journal Title: European Journal of Business and Social Sciences - Year 2016, Vol 5, Issue 4
Abstract
The study investigated the perceptions of employees on both the outcomes/drivers of cultural integration in mergers and acquisitions in the banking industry and the approaches/strategies employed in the process of the integration. The study purposively selected four Nigerian deposit money banks that emerged from mergers/acquisitions. Aon Hewitt’s (2011) skill, business process based questionnaire items constituted a part of the questionnaire. According to Chidress (2011) corporate culture has recently been recognised as more complex than just the collection of shared behaviours (mindset), but also skills and business processes. Data collected from three hundred and eighty (380) randomly selected employees of these banks were analysed using descriptive and inferential statistics such as means, frequency tables and the independent sample t - test for difference between means. Findings revealed that post-merger/acquisition culture integration was not successful in Nigerian banks. The study recommended that management team should determine from the onset what a highperforming culture looks like for the business in the course of arranging mergers and acquisitions.
Authors and Affiliations
EVELYN UMEMEZIA| DEPARTMENT OF HUMAN RESOURCE MANAGEMENT UNIVERSITY OF BENIN, EDO STATE. Email: lynumemezia@yahoo.com +2348037220689
Keywords
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- EP ID EP10786
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