The impact of appreciative inquiry on merging cultures

• Main Author: Earley, Carol Jane
• Other Authors: Geldenhuys, Dirk
• Format: Others
• Language: en
• Published: 2019
• Subjects: Organisational culture; Positive change; Appreciative inquiry; Impact; Whole-system integration; Social transformation; Consultation; Organisational effectiveness; Critical stance; Merger; 658.406; Organizational change > Management; Organization effectiveness; Industrial management > Social aspects; Corporate culture
• Online Access: Earley, Carol Jane (2019) The impact of appreciative inquiry on merging cultures, University of South Africa, Pretoria, <http://hdl.handle.net/10500/25500>; http://hdl.handle.net/10500/25500

The aim of this study was to determine the impact of appreciative inquiry (AI) on the development of organisational culture after a merger. The empirical study was con-ducted among the employees of a telecommunications company in South Africa. AI was conducted after a merger of teams within a department of the organisation to assist in the development of a new and combined team culture. Interactive qualitative analysis (IQA) was used to determine the impact of AI on the new culture. The sample size for the study was 35 for the AI session and 20 for the IQA. A qualitative approach was adopted in this study in order to understand and explore the experiences of individuals who had recently been a part of the change process. The research design was based on IQA, a structured approach which constructs a systematic representation of the experience. It was found that AI allowed the teams to gain a new understanding of and insight into what it meant to work together as a unit. A significant difference was noted in the IQA facilitation that was performed six months after the AI session. This re-search therefore confirmed that the AI had a significant positive impact on the culture of the organisation under investigation. === Industrial and Organisational Psychology === M. Com. (Industrial and Organisational Psychology)