A Study on the Integration of Organizational Culture in IT Department After Merger of Equals

• Main Authors: Shu-Wan Weng, 翁淑婉
• Other Authors: Yih-Ping Cheng
• Format: Others
• Language: zh-TW
• Published: 2008
• Online Access: http://ndltd.ncl.edu.tw/handle/75q2zp

碩士 === 銘傳大學 === 資訊管理學系碩士在職專班 === 96 === The background meaning of a merger usually means the combination of organizational cultures between two different organizations. However, if the impact brought by culture is not integrated well, the expected synergy will not reveal. Especially in Mergers of Equals, because the two parties are equal in their ability, the most difficult part in such a merger will be the decision on the keynote of new organizational culture. Therefore, by Case Study, this study has explored the formation way of new culture in a merger between two banks in Mergers of Equals, as well as what kinds of interventions carried out by the organization in the process of integration to reduce the impact brought by cultural differences. “Organizational culture” is an abstract concept. Therefore, by adopting Factors of Organizational Culture proposed by Mickinsey, the structure of Competing Values Framework, and Nahavandi’s Preferred Modes of Acculturation, this study has explored the formation way of new culture. As for the aspect of Intervention, some observations had been made through French amd Bell’s Organization Development Intervention.