Introducing the process-based model of integrating organizational culture after merger and acquisition (the subject of study: Sepeh Bank)

Articles in Press

Document Type : Original Article

Authors

• Zohreh Anvari ¹
• Abbas Nargesian ²
• Naser Asgari ³
• Neda Mohammadesmaeili ⁴

¹ University of Tehran

² Department of Management, Faculty of Management, University of Tehran, Tehran

³ Department of Management, Faculty of Management, Shahid Sattari Aviation University, Tehran,

⁴ Department of Management, Faculty of Management, Tehran University, Tehran,

10.22067/tmj.2024.89747.1604

Abstract

The process of organizational merger and acquisition is a multifaceted and complex transformation that requires successful cultural integration between the involved organizations. This study aims to identify the key factors and stages of cultural integration in the aftermath of a merger or acquisition. To achieve this goal, the the subject of study method was utilized. Data was collected through semi-structured interviews and document review of the relevant context, and analyzed using the trend analysis method. The process of integrating organizational culture after a merger or acquisition can be broken down into two distinct and sequential models. Additionally, the findings suggest that this integration process consists of six stages.
Identifying these stages highlights the importance of addressing cultural differences and establishing a new, cohesive culture after the merger. It is important to note that simply focusing on a few broad factors is not sufficient
in understanding the complexities of organizational culture integration following
a merger.

Keywords

• Merger and acquisition
• Organizational culture
• Post-merger cultural integration
• Sepeh Bank
• Stages of organizational culture integration