Perceptions of organizational ideology following merger: A longitudinal study of merging accounting firms

Ashkanasy, Neal M. and Holmes, Scott (1995) Perceptions of organizational ideology following merger: A longitudinal study of merging accounting firms. Accounting Organizations and Society, 20 1: 19-34. doi:10.1016/0361-3682(94)00024-P


Author Ashkanasy, Neal M.
Holmes, Scott
Title Perceptions of organizational ideology following merger: A longitudinal study of merging accounting firms
Journal name Accounting Organizations and Society   Check publisher's open access policy
ISSN 0361-3682
1873-6289
Publication date 1995-01-01
Sub-type Article (original research)
DOI 10.1016/0361-3682(94)00024-P
Volume 20
Issue 1
Start page 19
End page 34
Total pages 16
Place of publication Oxford, United Kingdom
Publisher Pergamon
Language eng
Abstract A 30-month longitudinal study of organizational ideology in two merging public accounting firms and one control firm (not involved in a merger) was undertaken using qualitative and quantitative methods. The study found support for a four-phase model of the merger process, initially involving a period of shock and retreat, but then followed by rapid adaptation and change. This was in contrast to the control firm, which appeared to react to the prevailing economic environment. Results highlighted the need to take account of human and cultural factors in mergers, and for management to take a proactive approach to reintegration following mergers.
Q-Index Code C1
Q-Index Status Provisional Code
Institutional Status UQ

Document type: Journal Article
Sub-type: Article (original research)
Collection: UQ Business School Publications
 
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Created: Fri, 25 Mar 2011, 00:03:15 EST