Anthony F. Buono

When Cultures Collide: The Anatomy of a Merger

An extended case study of a recent merger between two mutual savings banks is studied from the perspective of organizational culture. Data on organizational culture and organizational climate are analyzed from pre- and post-merger interviews, observations, archival information, and survey questionnaires. Results suggest that even within the same industry, there are major difficulties in trying to merge two different though viable organizational cultures.

Mergers and Acquisitions: Managing Culture and Human Resources

Roughly 20 years ago, Business Week (Prokesch et al., 1985) ran a cover story questioning whether mergers “really worked,” focusing on the extent to which the organizational combination strategy actually enhanced such desired outcomes as market share, profitability, and shareholder value. The analysts’ conclusion was “not very often.” During the subsequent two decades there has been a literal avalanche of work, by scholars and practitioners alike, delving into the nuances, subtleties, and dynamics underlying the merger and acquisition (M&A) process, with an eye toward enhancing our understanding of this complex strategy and improving M&A performance. The literature is too voluminous to even reasonably cite, but a few oft-noted works include Buono and Bowditch (1989), Haspeslagh and Jemison (1991), Hitt, Harrison, and Ireland (2001), Jemison and Sitkin (1986), Mirvis and Marks (1992) and Schweiger (2002). Yet despite all of this work and related intervention, a recent Business Week cover story (Henry and Jespersen, 2002) reached essentially the same conclusion as its 1985 counterpart, pointing out that M&As continue to wreak havoc on organizations, often destroying shareholder value in the process.

Marginality and the Organizational Socialization of Female Managers

Although social movements and legislation have provided the impetus for women to enter the managerial ranks, relatively few females have become top-level managers. Using the sociological theory of marginality, the paper explores this phenomenon and suggests that women are still caught between emerging corporate and traditional roles. Implications of this marginal status are then examined in the context of the multistaged process of organizational socialization.

Enhancing strategic partnerships

Although strategic alliances are increasingly commonplace, our understanding of these ventures is still evolving. Drawing on a consulting experience in a network organization, presents an intervention framework focused on issues related to creation, maintenance and assessment. Emphasizes lessons learned for managing and consulting in such partnerships.

SEAM‐less post‐merger integration strategies: a cause for concern

Most merger and acquisition strategies are still dominated by financial analyses, legal considerations and power plays by dominant groups as individuals jockey for position and influence. Rather than focusing on the inherent dysfunctions that can emerge in the combined organization due to the informal power held by organizational members – low productivity, poor quality, reduced commitment, voluntary turnover, and related hidden costs and untapped potential – far too many companies seem to meander through the post‐combination integration process.

Technology transfer through acquisition

Presents a case study of an intervention in a technology‐based acquisition. Conceptualizing the technology transfer process as the integrated movement of people, capabilities and knowledge, the analysis examines the development and implementation of the acquisition plan. The discussion focuses on the acquiring company’s integration strategy and the ramifications for intervening in such strategic endeavours.

Collectivism and Individualism in Estonia: An Exploratory Study of Societal Change and Organisational Orientation

Estonia is currently being confronted by a rapidly changing set of challenges and concerns. Similar to the transformation taking place throughout Eastern Europe, Estonia’s economic, political and cultural environment has changed very rapidly during the last six years. The liquidation of the Soviet Union, combined with the transition from a centrallyplanned and centrally-managed economy to a market-driven one, with escalating inflation and novel forms of competition, have had significant repercussions on the basic fabric and nature of Estonian culture as well as on Estonian organisations, their management and their employees (see, for example, Uksvarav, 1991). Of concern in this chapter are some of the ramifications these changes pose for the management and organisation of Estonian business firms.

Creating a Networked, Learning Organization in the Classroom

As organizations strive to become more flexible and adaptable to a rapidly changing environment, they are developing flatter structures composed of networks of task-focused teams. The resultant horizontal, cross-functional processes shift the flow of information and human interaction from vertical superior-subordinate to peer-to-peer relationships. These networked organizations further require that coworkers, as colleagues across the organization, develop the ability to continually learn together. Based on an application of the classroom as organization model, this article presents an approach that can assist students in developing the type of skills that will prepare them for these changes.

Book Review: Corporation, Be Good! The Story of Corporate Social Responsibility

No abstract available.

Management consulting in the schools

Presents a case study of a year‐long consulting project in an urban school system. Drawing on a multi‐method, stakeholder‐driven field design, describes the consulting process and intervention. In the analysis and discussion, focuses on the lessons learned from this project and the ramifications posed by the unique nature of school systems for external consultants.