A middle manager’s dilemma in mergers: a multiple case study

Existing theories regarding mergers and acquisitions mainly focus on either strategic issues that the top management has to deal with or how the employees in an organization deal with the uncertain environment when a change get implemented. The majority of theories do not even mention one of the key actors during a merge; the middle manager…

Contents

1. INTRODUCTION
1.1 Background
1.2 Complications
1.3 Purpose
1.4 Definitions
1.5 Delimitations
1.6 Disposition
2. THEORETICAL FRAMEWORK
2.1 Organizational Change
2.1.1 Institutional Effect on Changes
2.1.2 Uncertainty
2.1.3 Information
2.1.4 Corporate Culture
2.2 Management approach
2.2.1 Managerial Influence
2.2.1 Relationships
2.2.2 Hierarchy
2.4 Theoretical Overview
3. METHODOLOGY
3.1 Research approach
3.2 Research Process
3.2.1 Case study design
3.2.2 Choice of cases
3.2.3 Data collection
3.2.5 Analyzing data
3.3 Quality of the Research Design
4. EMPIRICAL DATA
4.1 HighTech
4.1.1 Informal Dynamics
4.1.2 Satisfactory Information
4.1.3 Increased Formalization
4.2 BigCredit
4.2.1 Traditional Structure
4.2.2 Coordinated Message
4.2.3 Sneaking Fusion
4.2.4 Future Worries
4.3 Local Bank
4.3.1 Laid-Back Firm
4.3.2 Headline in the News
4.3.3 Chaotic Ride
4.3.4 Clash of Organizations
4.3.5 Troublesome Comeback
5. ANALYSIS………
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Author: Anna Öfverström

Source: Stockholm School of Economics

A middle manager’s dilemma in mergers: a multiple case study