Denna kandidatuppsats söker att förklara vilken typ av effekter en fusion kan ha på en organisationskultur. För att genomföra en analys av fusionens effekter krävs att organisationskulturen sonderas och därmed kan användas som grund. Vi har valt att arbeta med Fläkt Woods eftersom de genomgick en fusion 2002 då det svensk-brittiska företaget föd-des. Arbetet fullföljdes genom en kvalitativ vinkel i form av en fallstudie. Sex djupgående intervjuer genomfördes med chefer och chefsassistenter på Fläkt Woods enheter i Enköping, Jönköping och Växjö. För att kunna blottlägga paradigmen, och därigenom skapa en förståelse för de underliggande värderingar som utgör en kultur, användes Cultural Web. Vi valde sedan att applicera Results of Cultural Integration (RCI)-modellen för att vidare förklara effekterna av fusionen. Som stöd för dessa modeller har vi använt oss av teorier om den kulturella integrationsprocessen och hur man, genom tre instrument, stödjer denna process. Resultatet av vår undersökning av paradigmen, som är representativt för organisationskulturen, pekar mot en atmosfär som omfattar positiva attityder, demokratiska beslutsförfarande, framtidsfokus och trygghet. Fusionen påverkade organisationskulturen genom att starta en pågående transformationsprocess. Detta är synligt då Enköping, Jönköping och Växjö för tillfället befinner sig i olika faser i denna process. Växjö utövar mycket samarbete med den brittiska delen av företaget och upplever därför kulturen som mer enhetlig än vad Enköping gör, där samverkan med Colchester är närmast obefintlig. Enheten i Jönköping har nått ett mellanliggande stadium eftersom de dels håller kvar sin egen kultur, men genom den ökande interaktionen med Woods utsätts för nya aspekter av organisationskulturen. Vi tror att Fläkt Woods organisationskultur kommer att fortsätta att förändras till de olika enheterna är mer synkroniserade. Förvandlingen mot en ny Fläkt Woods-kultur kommer inte att avstanna förrän Enköping och Jönköping har nått det stadium som Växjö befinner sig i för tillfället, och därmed börjar anamma den nya kulturen i en större utsträckning. Det ska dock noteras att eftersom ägarna till Fläkt Woods, Compass Holdings, inte har pressat högsta ledningen att medvetet arbeta med frågor som rör organisationskulturen så kommer integrationsprocessen att ta längre tid än om frågan hade varit av högre prioritet / This bachelor thesis aims to explain the area of how a merger can affect a corporate culture. In order to do this, the corporate culture needs to be explored to found a basis for the analysis of the merger effects. We have chosen to work with Fläkt Woodsas they took part of a merger in 2002 where the Swedish-British company was founded. The work was carried out with a qualitative approach, in the form of a case study. We performed six in depth interviews, with managers and managers’ assistants at Fläkt Woodssites in Enköping, Jönköping and Växjö. In order to uncover the paradigm, and thus understand the underlying assumptions of the culture, we used the Cultural Web. To further explain the effects of the merger, an application of the Results of Cultural Integration (RCI)-model was performed. To support the analysis we used theories on the cultural integration process as well as on how to support the integration process through three instruments. The results of our investigations of the cultural paradigm, which we hold as representative for the corporate culture, pointed toward an atmosphere which comprised positivism, democracy, focus on the future and safety. The merger affected the corporate culture by starting off an ongoing transformation process. This is visible as Växjö, Jönköping and Enköping are currently in different phases in the process. Växjö cooperate the most with the British unit situated in Colchester and thus experiences the culture as more unified than Enköping does where no interaction with England takes place. The site in Jönköping has reached an intermediate stage as they are partly clinging on to their own culture but at the same time, through the increasing interaction with Woods, are exposed to new aspects of the corporate culture. We believe that the corporate culture of Fläkt Woodswill continually change until the sites are more in tune with each other. The transformation towards a new Fläkt Woodsculture will not stop until Enköping and Jönköping have reached the stage that Växjö is currently in, and thus start to embrace the new culture to a larger extent. However, as the owner of Fläkt Woods, Compass Holdings, has not put any pressure on the top management to consciously work with the issues of corporate culture, the integration process will take longer than if the matter was of higher priority.

<p>Denna kandidatuppsats söker att förklara vilken typ av effekter en fusion kan ha på en organisationskultur. För att genomföra en analys av fusionens effekter krävs att organisationskulturen sonderas och därmed kan användas som grund. Vi har valt att arbeta med Fläkt Woods eftersom de genomgick en fusion 2002 då det svensk-brittiska företaget föd-des.</p><p>Arbetet fullföljdes genom en kvalitativ vinkel i form av en fallstudie. Sex djupgående intervjuer genomfördes med chefer och chefsassistenter på Fläkt Woods enheter i Enköping, Jönköping och Växjö.</p><p>För att kunna blottlägga paradigmen, och därigenom skapa en förståelse för de underliggande värderingar som utgör en kultur, användes Cultural Web. Vi valde sedan att applicera Results of Cultural Integration (RCI)-modellen för att vidare förklara effekterna av fusionen. Som stöd för dessa modeller har vi använt oss av teorier om den kulturella integrationsprocessen och hur man, genom tre instrument, stödjer denna process.</p><p>Resultatet av vår undersökning av paradigmen, som är representativt för organisationskulturen, pekar mot en atmosfär som omfattar positiva attityder, demokratiska beslutsförfarande, framtidsfokus och trygghet.</p><p>Fusionen påverkade organisationskulturen genom att starta en pågående transformationsprocess. Detta är synligt då Enköping, Jönköping och Växjö för tillfället befinner sig i olika faser i denna process. Växjö utövar mycket samarbete med den brittiska delen av företaget och upplever därför kulturen som mer enhetlig än vad Enköping gör, där samverkan med Colchester är närmast obefintlig. Enheten i Jönköping har nått ett mellanliggande stadium eftersom de dels håller kvar sin egen kultur, men genom den ökande interaktionen med Woods utsätts för nya aspekter av organisationskulturen.</p><p>Vi tror att Fläkt Woods organisationskultur kommer att fortsätta att förändras till de olika enheterna är mer synkroniserade. Förvandlingen mot en ny Fläkt Woods-kultur kommer inte att avstanna förrän Enköping och Jönköping har nått det stadium som Växjö befinner sig i för tillfället, och därmed börjar anamma den nya kulturen i en större utsträckning. Det ska dock noteras att eftersom ägarna till Fläkt Woods, Compass Holdings, inte har pressat högsta ledningen att medvetet arbeta med frågor som rör organisationskulturen så kommer integrationsprocessen att ta längre tid än om frågan hade varit av högre prioritet</p> / <p>This bachelor thesis aims to explain the area of how a merger can affect a corporate culture. In order to do this, the corporate culture needs to be explored to found a basis for the analysis of the merger effects. We have chosen to work with Fläkt Woodsas they took part of a merger in 2002 where the Swedish-British company was founded.</p><p>The work was carried out with a qualitative approach, in the form of a case study. We performed six in depth interviews, with managers and managers’ assistants at Fläkt Woodssites in Enköping, Jönköping and Växjö.</p><p>In order to uncover the paradigm, and thus understand the underlying assumptions of the culture, we used the Cultural Web. To further explain the effects of the merger, an application of the Results of Cultural Integration (RCI)-model was performed. To support the analysis we used theories on the cultural integration process as well as on how to support the integration process through three instruments.</p><p>The results of our investigations of the cultural paradigm, which we hold as representative for the corporate culture, pointed toward an atmosphere which comprised positivism, democracy, focus on the future and safety.</p><p>The merger affected the corporate culture by starting off an ongoing transformation process. This is visible as Växjö, Jönköping and Enköping are currently in different phases in the process. Växjö cooperate the most with the British unit situated in Colchester and thus experiences the culture as more unified than Enköping does where no interaction with England takes place. The site in Jönköping has reached an intermediate stage as they are partly clinging on to their own culture but at the same time, through the increasing interaction with Woods, are exposed to new aspects of the corporate culture.</p><p>We believe that the corporate culture of Fläkt Woodswill continually change until the sites are more in tune with each other. The transformation towards a new Fläkt Woodsculture will not stop until Enköping and Jönköping have reached the stage that Växjö is currently in, and thus start to embrace the new culture to a larger extent. However, as the owner of Fläkt Woods, Compass Holdings, has not put any pressure on the top management to consciously work with the issues of corporate culture, the integration process will take longer than if the matter was of higher priority.</p>

This study has been conducted in cooperation with Fläkt Woods, an industrial supplier of ventilation systems. The study only concerned chilled beams which are an explicit group of ventilation products within Fläkt Woods’ product portfolio. The purpose of the study was to explore how Fläkt Woods’ customers perceive certain elements when choosing Fläkt Woods as a supplier of chilled beams and why they perceive them the way they do. The elements include quality, service, technical performance, technical knowledge, communication, time of delivery, installation, calculation program, flexibility, market adjustment, technical documentation, relationships and geographic distance. The study has been conducted employing a combination of both a quantitative and a qualitative approach in which a questionnaire has been sent out to Fläkt Woods’ customers in order to shed light on their opinions. The results showed that most of Fläkt Woods’ customers are satisfied or even very satisfied with the elements that were investigated. The elements that the customers were most satisfied with concerning the chilled beams were quality, service and technical knowledge. They believe that Fläkt Woods’ products have a good finish, that they are easy to get in touch with, that they are able and willing to give quick answers and feedback and that they have great knowledge about their chilled beams. The element that the customers are least satisfied with and that Fläkt Woods need to improve is flexibility. Even if Fläkt Woods believe that their special solutions are flexible, their customers do not fully agree. The customers’ attitude towards the flexibility is that Fläkt Woods prefer to provide standard solutions of chilled beams rather than offering special solutions. The results also showed that Fläkt Woods’ competitors are one step ahead considering the design of chilled beams. Thus, design is an element of the marketing program that Fläkt Woods need to improve. Furthermore, the study showed that relationships and communication which represent the “soft” elements concerning human interaction are just as important as the rest of the elements. Thus, Fläkt Woods need to consider these elements as well as the others when outlining the marketing program.

<p>This study has been conducted in cooperation with Fläkt Woods, an industrial supplier of ventilation systems. The study only concerned chilled beams which are an explicit group of ventilation products within Fläkt Woods’ product portfolio. The purpose of the study was to explore how Fläkt Woods’ customers perceive certain elements when choosing Fläkt Woods as a supplier of chilled beams and why they perceive them the way they do. The elements include quality, service, technical performance, technical knowledge, communication, time of delivery, installation, calculation program, flexibility, market adjustment, technical documentation, relationships and geographic distance. The study has been conducted employing a combination of both a quantitative and a qualitative approach in which a questionnaire has been sent out to Fläkt Woods’ customers in order to shed light on their opinions.</p><p>The results showed that most of Fläkt Woods’ customers are satisfied or even very satisfied with the elements that were investigated. The elements that the customers were most satisfied with concerning the chilled beams were quality, service and technical knowledge. They believe that Fläkt Woods’ products have a good finish, that they are easy to get in touch with, that they are able and willing to give quick answers and feedback and that they have great knowledge about their chilled beams. The element that the customers are least satisfied with and that Fläkt Woods need to improve is flexibility. Even if Fläkt Woods believe that their special solutions are flexible, their customers do not fully agree. The customers’ attitude towards the flexibility is that Fläkt Woods prefer to provide standard solutions of chilled beams rather than offering special solutions. The results also showed that Fläkt Woods’ competitors are one step ahead considering the design of chilled beams. Thus, design is an element of the marketing program that Fläkt Woods need to improve. Furthermore, the study showed that relationships and communication which represent the “soft” elements concerning human interaction are just as important as the rest of the elements. Thus, Fläkt Woods need to consider these elements as well as the others when outlining the marketing program.</p>