Strategies for Merging Organizational Cultures

Strategiesfor Merging Organizational Cultures

Strategiesfor Merging Organizational Cultures

Organizationalculture emphasizes on behaviors and values, which “contribute topsychological and unique social environment within an organization”(McShane &amp Von, 2013). It also represents beliefs, collectivevalues, and principles of an organization. Mergers can cause a lot ofconflict between different types of cultures, and thus carefulattention is critical, especially during smooth transition. There arefour strategies employed during merging of organizational cultures,which this paper aims at comparing and contrasting. They include:Assimilation, integration, enculturation, and separation.

First,assimilation as a strategy is used by successful mergers unlike otherstrategies, in combining the organizational staff, their skill sets,diverse cultures, and the best practices (McShane &amp Von, 2013).Assimilation unlike the other three ensures the merging companies arecareful, especially by retaining important employees in bothcompanies, put across the importance of communication, whilemaintaining morale prior to, during, and after the merger.

Integrationis unique in itself since it draws a new organizational culture fromtwo, which often is developed and executed to solve difficultdecisions. Integration is focused on a number of aspects, whichspecifically relates to key milestones of merging companies thatoften occurs during the initial quarter of operating (McShane &ampVon, 2013). Integration draws a lot from assimilation more so, thenon-resistance of acquiring a culture from the other company.

Thirdly,deculturation is different from the other three strategies since anorganization executes forced corporate culture from an unwillingacquired organization. The strategy rarely works, but the strategy isnecessary when the company is acquired, and is accompanied with theculture, in which more often than not, the employees fail to realizeit (McShane &amp Von, 2013). The strategy draws a number ofsimilarities from assimilation strategy since one culture has toprevail over the other.

Finally,separation strategy in this case, involves no merge of culture. Thisis because the two retained cultures in organizations, which mostlystayed separated, offers a lot of benefits that are forcefully joinedby the two together. The companies with this strategy operatesuccessfully when different businesses are set up, which alsorequires cultures (McShane &amp Von, 2013). Separation strategydraws slight comparison with deculturation because forced corporatecultures were initially separated before the merge.


McShane,S. L., &amp Von Glinow, M. A. (2013). OrganizationalBehavior (6thed.).New York, NY: McGlaw-Hill/Irwin.