Please use this identifier to cite or link to this item:
|Title:||Samenvoeging: synergie of sores? Een onderzoek naar synergie-beleving bij een interne fusie.|
|Publisher:||Open Universiteit Nederland|
|Abstract:||Purpose This study focuses on the impact of a micro-merger on organizational members, with specific reference as to how they perceive the expected synergy as a result of this organizational change. Mergers are a popular business strategy to create added value, often defined as synergy. Existing merger literature, however, has placed great emphasis on financial and organizational dimensions of synergy realization, leaving employee perspectives on this matter to be an under-researched area. Relevance of this study lies in the fact that research has consistently shown that mergers often fail. Design/methodology/approach An exploratory single case study approach was adopted to examine sensemaking (the process of construction of meaning), emotions and social networks in the post-integration stage in a newly merged entity. The main method of data collection consisted of an anonymous interactive research method called the Change Mirror. Using an on-line discussion tool, participants anonymously and interactively commented, exchanged and validated opinions and ideas via a structured process on a realtime basis, using their own personal computers. The immediate outcome was a structured list of the most supported statements of the participants who had recently undergone a micro-merger within a public organization, as well as (some) insight in their emotions related to this change initiative. Furthermore, it generated an overview of existing social networks in the newly merged entity. Findings The case study has shown that to a certain extent participants experienced the intended synergy aspects, but that other aspects of the internal merger dominated the sensemaking, such as new work locations, uncertainty about responsibilities and practical issues that needed improvement. Results, however, have demonstrated the presence of three factors that, according to the literature research, contribute to synergy realization in mergers. Namely: social relationships between the merged entities (synergy promoting ties), collaboration between different activities and the presence of network entrepreneurs. These findings allow for further exploration of these factors in relation to sensemaking processes in (micro-)mergers in future studies. Originality/value This study is (as far as is known) the first to empirically explore if and how employees, from a social constructionist point of view, make sense of the (by the formal organization expected) synergy aspects after a micro-merger. Therefore it adresses a research gap in the existing literature.|
|Appears in Collections:||MSc Management Science|
Files in This Item:
|Tjoelker M scriptie definitief.pdf||25.77 MB||Adobe PDF||View/Open|
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.