A Finnish-Australian Acquisition: Organisational Problems and Issues
MetadataShow full item record
Although acquisitions are a popular way of internationalisation, the integration of acquired companies remains an arduous process that often impacts on the performance of the subsidiary or the overall organisation. Difficulties associated with integration mostly relate to cultural differences, either national or organisational. This paper reflects on the experience of Finnish and Australian staff involved in the acquisition of an Australian company by a Finish company. The paper points at problems and issues with business planning, vision sharing, effective management and leadership, cultural differences, cultural change, trust relationships and the integration environment as derived from literature and confirmed in the experience of interviewed respondents. The findings drawn from the case imply that it is imperative to avoid an 'us vs. them' atmosphere while both management and leadership must be strong and unbiased. Although a level of independence and identity should be allowed after the acquisition, integration of organisational cultures remains crucial for success.
Showing items related by title, author, creator and subject.
An exploration of the global development of emerging country multinationals : a study of strategic ambitions and talent management in China and IndiaLiu, Yi (2012)Since Jim O’Neill, the Goldman Sachs economist, coined the acronym of the BRIC countries in 2001 the concept has attracted an infectious logic. The growth of the four BRIC countries, Brazil, Russia, India, and China, is ...
Preece, Michael (2011)This research explores perceptions of knowledge management processes held by managers and employees in a service industry. To date, empirical research on knowledge management in the service industry is sparse. This ...
When 'trust in top management' matters to organisational performance and effectiveness: the impact of senior manager role-modelling and group cohesivenessEng, Ngiang Jiang (2010)While ‘trust in top management’ matters to organisational performance and effectiveness, low trust in top management remains an issue in many organisations despite their efforts in building trust. The persistence of such ...