Cheers lads, let us bring some fish’n’chips to the smorgasbord! : - A case study of Volvo Aero integrating into GKN Aerospace.
The purpose of this thesis has been to examine how cultural differences influence post-acquisition organizational change when there is an acquisition between two countries, in this case, the United Kingdom and Sweden. The study followed a qualitative research method. This is to get a deep insight into the company's actions of how they assimilate and adapt to the new country and culture.
The theoretical basis implies mainly acquisitions, culture, integration and organizational change. Furthermore, in the empirical part introduces one case company from the United Kingdom whose acquiring a Swedish company; how they have adapted to each other, how the cultural differences have influenced each other and how integration has proceeded.
The analysis combines our theoretical framework with the collection of empirical data, which they put against each other in a discussion of how well the theory is consistent with empirical data. It also analyzes the context and differences between theory, empirical evidence and case companies' experiences from how the acquisition was formed. This is in order to find patterns showing how employees from lower to higher ranks within the company perceive the acquisition from a Swedish to a British company.
The analysis leads to the conclusion that when the British company takes over a Swedish organization, extreme amount of changes need to be done. The British company culture is reflected by the national culture where financial profits are more important than the personal relationships that Swedes highly value. It is possible to deal with cultural differences if one is aware of their existence, even between countries where the cultural distance is extremely significant.
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