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Unwinding organizational culture: A study of a post-merger integration process between two family businesses
Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
Jönköping University, Jönköping International Business School, JIBS, Center for Family Enterprise and Ownership. Jönköping University, Jönköping International Business School, JIBS, EMM (Entrepreneurship, Marketing, Management).
2009 (English)Conference paper, Published paper (Other academic)
Abstract [en]

This paper contributes to the scarce volume of studies of mergers involving family businesses. In the merger described, managers used the culture concept to name problematic aspects of the integration process. In the analysis, we have used the three-circle model to understand the contradictions that emerged in the managers description of organizational culture. To consider the subsystems in the three-circle model: ownership, business and family, means a broadening of the idea that the founder (family) shapes the organizational culture. This could be especially relevant for larger and/or growing family businesses.

Place, publisher, year, edition, pages
2009.
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hj:diva-10289OAI: oai:DiVA.org:hj-10289DiVA, id: diva2:234125
Conference
5th EIASM Workshop on Family Firms Management Research, Hasselt University, 7-9 June, 2009
Available from: 2009-09-04 Created: 2009-09-04 Last updated: 2013-11-05Bibliographically approved

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Bjursell, CeciliaMelin, Leif

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  • nn-NO
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  • Other locale
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  • asciidoc
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