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The management of post-merger cultural integration: implications from the hotel industry

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  • Mark N.K. Saunders
  • Levent Altinay
  • Katharine Riordan

Abstract

This paper explores employees' reactions to the management of post-merger cultural integration in the hotel industry. Using a mixed method design incorporating a structured card sort of possible emotions and subsequent in-depth interview, data were collected from 30 head office employees. Findings highlight the importance of the human dynamics of a merger, emphasising the importance of strong leadership, open and honest communication as pre-cursors to integration and suggest the need for a pre-merger cultural audit. Merging two organisations involves the dedication of a remarkable level of resources and activities both before and after the merger and yet, a successful outcome is uncertain and is subject to effective management of cultural integration.

Suggested Citation

  • Mark N.K. Saunders & Levent Altinay & Katharine Riordan, 2009. "The management of post-merger cultural integration: implications from the hotel industry," The Service Industries Journal, Taylor & Francis Journals, vol. 29(10), pages 1359-1375, May.
    • Handle: RePEc:taf:servic:v:29:y:2009:i:10:p:1359-1375
    DOI: 10.1080/02642060903026213
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    References listed on IDEAS

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    1. Stan Lees, 2003. "The Human Factor and Strategic Integration," Palgrave Macmillan Books, in: Global Acquisitions, chapter 0, pages 13-23, Palgrave Macmillan.
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