Changing Culture: A Case Study of a Merger Using Cognitive Mapping

Abstract

This article reports research investigating managerial perspectives on cultural change in a post-merger organization. Cognitive mapping interviews were undertaken with senior managers in order to allow for an in-depth and open examination of their understanding of the nature, form and implications of the organization's culture. The research highlighted that the cultural change process expected post merger had not happened, and identifies some management challenges created by trying to bring together two distinct organizational cultures. These include problems of ensuring that consistent efforts are maintained in influencing culture, difficulties in gaining a shared understanding of the gaps and challenges in developing a desired culture, and challenges for leaders in communicating and maintaining a clear vision of a desired culture. The article also demonstrates the potential of cognitive mapping as a tool for in-depth study of complex issues, and for enabling managers to surface, share and challenge assumptions and perceptions of their organization.

Keywords:

• cognitive mapping
• merger
• organizational culture
• organizational change