Addressing Culture and HRM in Mergers
Why would a company based in Scandinavia that is very historic, rigid, as well as focused on employee welfare and security invest in an attempt to change the culture of a company in a country that is almost exactly the opposite in cultural, operational, and social responsibility focus? The scenario presented in “Merger, Culture, and HRM: The Marel and Stork Case” in chapter 8 (Edvardsson & Danielsdottir, 2012) is one that many organizations face as they work and potentially merge with companies with vastly different national and societal cultures.Create an alternative solution to the one implemented by Marel that integrates the following
What steps would you suggest to a company to address work culture, general culture, and work processes that are so different from its own?
What opportunities and potential traps might be part of your proposed alternative?
What solution do you believe has the greatest potential for long-term success?
The solution implemented by Marel or your alternative? Explain.
Your paper should be:
Pages in length (not including cover and reference pages).
Formatted according to the APA format.
Supported by the course text and a minimum of 4-5 additional scholarly articles. Chapter 8 & 32 in Global Human Resource Management CasebookKang, J., Matusik, J., & Barclay, L. (2017).
Affective and normative motives to work overtime in Asian organizations: Four cultural orientations from Confucian ethics. Journal of Business Ethics, 140(1), 115-130. doi:10.1007/s10551-015-2683-4Rosenthal, M. (2016). Managing cultural differences. Training, 53(4), 64. Retrieved from http://search.ebscohost.com.csuglobal.idm.oclc.org/login.aspx?direct=true&db=bth&AN=120355685&site=ehost-liveSharma, U. (2016). Managing diversity and cultural differences at workplace. IPE Journal of Management, 6(2), 63-79. Retrieved from https://csuglobal.idm.oclc.org/login?url=https://search-proquest-com.csuglobal.idm.oclc.org/docview/1894952768?accountid=38569Teerikangas, S., & Irrmann, O. (2016).
Cultural change following international acquisitions: Cohabiting the tension between espoused and practiced cultures. Management International Review, 56(2), 195-226.Lewis, R. (2006). When cultures collide: Leading across cultures (3rd). Boston, MA: Nicholas Brealey Publishing. Lubin, G. (2015, January 20). These 8 scales reveal everything you should know about different cultures. Business Insider. Retrieved from http://www.businessinsider.com/the-culture-map-8-scales-for-work-2015-1Meyer, E. (2014). The culture map: Breaking through the invisible bou8ndaries of global business. New York: Perseus Books Group.
Society for Human Resource Management (SHRM). (2015, November 30). Understanding workplace cultures globally. Retrieved from https://www.shrm.org/resourcesandtools/tools-and-samples/toolkits/pages/understandingworkplaceculturesglobally.aspxTaylow, O. L. S. (2010, August 27). On the rocky road to strong global culture. Forbes. Retrieved from https://www.forbes.com/2010/08/27/global-corporate-culture-multinational-leadership-managing-mitsloan.html