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• W9282203 abstract "In recent years, institutions in the Australian Higher Education sector have moved from an era in which they relaxed comfortably in the lap of government funding, to one in which funding has been cut, forced mergers have been invoked, and change is now a constant dynamic. The longitudinal study described in this thesis is about individual values, and organisational culture, in the context of mergers, which occurred as a result of structural and funding changes in the higher education sector. The study draws on the work of Schwartz, (1992) to define individual values and Harrison, (1975) to analyse organisational culture. Studies by Ashkanasy and Holmes, (1995), Cartwright and Cooper (1996), Weber, (1996), provide a foundation for further discussion on the effect of mergers. The work of Nahavandi and Malekzadeh (1988) is used as a basis for assessing method of acculturation following a merger. The research was designed to investigate the perceptions of academic staff at all levels about the impact of mergers on individual values, organisational culture and acculturation. Four methods of acculturation are investigated: assimilation, integration, separation and deculturation. Li addition, outcomes for individuals in terms of commitment, performance, job satisfaction, loyalty, morale and level of constraint during the merger process were studied. Effects for the organisation in terms of the degree of cultural change experienced, the direction of the change and the influence that minor and major parties to the merger exercised, are discussed. This thesis contributes to the literature by (a) highlighting the need to make human and cultural factors a priority above structural and financial factors (b) providing an insight into the values of academic individuals in tertiary institutions and individuals feel as a result of changes in cultural direction, (c) enhancing understanding of the dynamics of organisational culture in relation to the interplay between minor/major parties in a merger situation, and in particular, (d) stressing the importance of the effect that different approaches to change management can exercise on acculturation outcomes following a merger. The research was undertaken in three large Australian universities. The methodology for this research program incorporated triangulation, a combination of qualitative and quantitative research methods and involved four studies. Studies one, two and three were quantitative studies, incorporating the same survey questionnaire, administered to the same group of participants, over a six-year period (two years apart). Study 4 involved qualitative methodology where interviews were conducted with participants from all three institutions, transcribed, responses coded and analysed. There were five major findings which emerged from this study:     1. The values of individuals in the present study, as characterised by  Accomplishment, Freedom, Maturity, Discipline of Self, and Inner Peace, resulted in motivation which is strongly related to oneness or 'self. These values were enduring principles which did not change over the time of the study. 2. There was congruence between the individual values of persons involved in the merger which created a predisposition to merge. There was however, no relation between the collective values of individuals and the culture of the institutions. Institutional cultures were predominantly driven by power and role definition, contrary to individuals' values dominated by an emphasis on self, individuals were not therefore motivated by events that precipitated the effect of change on these values, particularly in terms of the level of constraint opportunities for the institution, but were more satisfied with events when opportunities were presented for themselves. 3. The culture of each institution and of the merging partners, was defined in terms of power, role, task and person support dimensions. There was not congruence between the organisational cultures of the merging partners so a culture clash occurred as a result of the merger, hi addition, while overall cultures did not change significantly over time, there were moves in culture within institutions during the time of the study. However, any changes which occurred generally resulted in a strengthening of the power and role cultures, a higher degree of constraint on individuals and a smothering of individuals' desire to be task/accomplishment orientated and thrive in an environment conducive to person support or self. There was insufficient evidence to conclude that the major partner dominated in the merger and overall, there was no evidence of a significant move in cultures in the direction of what was preferred by the individuals involved i.e. towards person/support, task achievement. 4. The method of acculturation, which followed the merger, was not so much a product of the degree of congruence or similarity between the cultures, or the desire of individuals to preserve or relinquish the existing culture. Rather, the manner in which institutions reacted to, and managed the merger process was most important. Three methods emerged ranging from Indifference (very little change for several years and then a severe jolt). Incremental (changes after negotiations with one party at a time over many years) to Immediate (change was swift and over in a short period of time). This meant that how method of acculturation was viewed depended on stage of the merger process and group or institutional affiliation at the time. 5. The outcomes for both individuals and organisational acculturation were driven   by (a) the method employed to manage the merger process i.e. incremental, immediate, indifferent; (b) the fact that method of acculturation following a merger was not planned but, rather, evolved; and (c) conflict that arose as a result of differences between organisational culture types and individual values which was often not resolved by consultation and justification. In summary, the findings of this research indicate that individuals and their values have a significant impact on the outcome of a merger process. Even where congruence exists between the values of individuals in merging parties, when these values are at odds with the direction in which organisational culture is moving, unsatisfactory outcomes result for both individuals and the organisation. The research also revealed that, in the institutions investigated, method of acculturation was not planned but rather evolved as a result of three different approaches adopted to manage change during a merger: immediate, incremental and indifferent." @default.
• W9282203 created "2016-06-24" @default.
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• W9282203 date "2002-10-01" @default.
• W9282203 modified "2023-10-15" @default.
• W9282203 title "Individual values, organisational culture, and acculturation during mergers" @default.
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