Case study: Cultural integration challenges of a merging between two Chinese companies
Ooi, Gebbre (2022)
2022
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Julkaisun pysyvä osoite on
https://urn.fi/URN:NBN:fi:amk-2022120426161
https://urn.fi/URN:NBN:fi:amk-2022120426161
Tiivistelmä
This bachelors thesis is about a merger between two Chinese companies specialized in the supply of Asian goods. The decision to merge was made in 2022, and the companies are currently still in the process of the merging.
The companies are both of Chinese background, and have a lot of similarites. However, the companies are facing merging integration challenges. The researcher’s intention was analyze the aspects of integration from a cultural perspective. The objective was to figure out what areas cause conflict in the new company culture, by analysing the past company cultures as separate entities against the prevailing company culture. The subobjective was to come up with ideas to alleviate conflict in the merging.
The theoretical framework was based on Edgar Schein’s three-level model of organization culture. The company analysis was based on Schein’s model. As a case study, this thesis focused solely on the two merging companies.
Qualitative research methods were used for this study. The chosen methodologies were interviewing and observation. Observation was done on two separate days, and a representative of each company was interviewed in November 2022. The interviews were conducted as separate, one-time sessions. Data analysis was conducted using deductive analysis.
Based on the analysis, disagreements stem from the base layers of culture, regarding unconscious and unquestioned beliefs. The disagreements stem from differences in leadership style. National culture is a part-reason for the differences, but past experience and previous learnings are the major contributor to the differing leadership styles.
The companies are both of Chinese background, and have a lot of similarites. However, the companies are facing merging integration challenges. The researcher’s intention was analyze the aspects of integration from a cultural perspective. The objective was to figure out what areas cause conflict in the new company culture, by analysing the past company cultures as separate entities against the prevailing company culture. The subobjective was to come up with ideas to alleviate conflict in the merging.
The theoretical framework was based on Edgar Schein’s three-level model of organization culture. The company analysis was based on Schein’s model. As a case study, this thesis focused solely on the two merging companies.
Qualitative research methods were used for this study. The chosen methodologies were interviewing and observation. Observation was done on two separate days, and a representative of each company was interviewed in November 2022. The interviews were conducted as separate, one-time sessions. Data analysis was conducted using deductive analysis.
Based on the analysis, disagreements stem from the base layers of culture, regarding unconscious and unquestioned beliefs. The disagreements stem from differences in leadership style. National culture is a part-reason for the differences, but past experience and previous learnings are the major contributor to the differing leadership styles.