What kind of issues can appear in mergers related to concepts of knowledge applied in the cultures of the participants in a merger? How these issues have been encountered on the level of organizational development and learning? What kind of support can be offered to the students and personnel during and after the merger processes in the epistemological issues?
It can be argued, that there is no such thing as "neutral knowledge or information" in the context of a merger. Instead, the views of knowledge are based on the histories of institutions as well as on the backgrounds of personnel and students.
Regards,
Juha Kämäräinen
The success of mergers and acquisitions are hindered by organization culture, language and tradition. The history of institutions play an important role in shaping expectations and willingness to adept to new operational ways of doing things.
With regard to the merger processes in epistemological issues please refer to:-
"Theorizing in the qualitative study of mergers & acquisitions" by SatuTeerikangas Helene LoeColman
Senge (1990) described the learning organization as a place where: "… people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together". Toward the ideal of the learning organization, Senge (1990) reckoned the five learning disciplines of organizational success to be shared vision, mental models, personal mastery, team learning, and systems thinking. And so, there might be value in circumscribing what knowledge issues can arise from mergers with reference to Senge's (1990) five disciplines; at a glance, it seems that (in the absence of offsetting measures and related investments) personal mastery is (perhaps) the only area that would not be negatively impacted.
Reference
Senge, P. (1990). The fifth discipline: The art and practice of the learning organization. New York, NY: Doubleday.
Mergers and acquisitions are expected to rationalize the economic activities and bring down the cost of operations and add to the turnover of the combined entity.
But each organization has its own culture and operating style. Effort has to be made to integrate these cultures and remove the anxieties among the personnel of both the entities for smooth and profitable operations after post merger.
The success of mergers and acquisitions are hindered by organization culture, language and tradition. The history of institutions play an important role in shaping expectations and willingness to adept to new operational ways of doing things.
- Badges
- Science topic