Exploring the effects of organizational change on an organizational subculture: A qualitative analysis

Abstract

This investigation utilized the grounded theory perspective to analyze the effects of a friendly merger on an organization's culture, specifically focusing on the way communication effected and was effected by the similarities and difference between the pre and post merger cultures. Data obtained via focus group interviews revealed that the merger resulted in cultural changes. The most significant change was the development of a subculture consisting of new employees. Due to insufficient communication opportunities and poor planning, new organization members did not receive information necessary for assimilation (i.e., history of, their roles in, or the goals of the organization. As a result, employees developed different meanings for organizational messages, as well as different values, beliefs and assumptions based on their subcultural membership. The researchers concluded that in order to preserve an organizational culture formal steps must be taken to educate new members about the organization's culture. In addition, employees who carry cultural knowledge must have time and opportunities to interact with new employees.