Problem Mergers and acquisitions are a common way for organisations to extend their operations. By merging two or more organisations into one, the newly formed constellation can access new markets and increase the market presence or control of the supply chain. Previous research has demonstrated that mergers and acquisitions generally need to improve in creating added value. There appears to be a gap in existing research regarding the extent managers utilise and execute knowledge integration. The relationship between operational managers and organisational members is yet to be explored in the context of M&As, which has derived the problem statement of this thesis.   Purpose This thesis aims to gain insights into how organisational members and operational managers contribute to knowledge integration. The thesis also aims to reveal what essential aspects influence the outcome of mergers and acquisitions processes, partially with consideration to organisational members and operational managers, but also to other variables that are of significance during mergers and acquisitions.   Methodology The thesis is conducted through the qualitative research method. The thesis is mainly based on semi-structured interviews with professionals with broad experience in mergers and acquisitions processes and their integration phases. Aside from the interviews, data from secondary cases on mergers and acquisitions have been condensed to view additional perspectives and complement the primary data.   Findings The thesis finds that operational managers are in control of the overhauling structure of mergers and acquisitions processes. Although, despite the control of the operational manager, they are to be considered an enabler, leaving the organisational member as the executer, which implies that one cannot operate without the other. It appears in the thesis that mergers and acquisitions are complex constructs and that there are numerous varying variables. Therefore, one of the thesis’ main findings highlights the importance of understanding the interrelationship between operational management and organisational members, especially in the context of mergers and acquisitions.

Change is invariable and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change. / Business Management / M. Tech. (Business Administration)

Change is invariable and continuous, and has become inevitable in almost every sphere of business. The FNB Namibia operates in a highly vibrant competitive environment that is influenced by external and internal change drivers, and has not been resistant to any forces of change. This study was conducted to examine the relationship between corporate culture and organisational change of FNB Namibia. In this study corporate culture is the independent variable while organisational change is the dependent variable under the investigation. The data were collected through the questionnaires distributed to the staff members of the bank. A total of 50 questionnaires were administered, 33 of the questionnaires were correctly completed and returned. The findings showed that there is a relationship between corporate culture and organisational change. The findings also showed that the dominant existing organisational culture at the bank is hierarchy culture. Even though hierarchy culture is found to be the dominant organisational culture of the bank, the findings however, further revealed that the bank has adopted all four types of organisational culture. The study also found that different types of organisational culture have different levels of perceptions towards organisational change. / Business Management / M. Tech. (Business Administration)

A review of the literature reveals that organisational commitment is an outcome of organisational culture, when reviewing the definitions, theoretical development and models of these two concepts. The integration of organisational commitment with organisational culture indicates that there is a need for a scientific study to determine the relationship between these two variables. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. The results suggest that organisational culture has an effect on organisational commitment. Recommendations are made to successfully implement both organisational culture and organisational commitment change initiatives. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)

A review of the literature reveals that organisational commitment is an outcome of organisational culture, when reviewing the definitions, theoretical development and models of these two concepts. The integration of organisational commitment with organisational culture indicates that there is a need for a scientific study to determine the relationship between these two variables. The empirical study involved the participation of 371 respondents in an organisation. A survey was conducted using the organisational commitment scale and the organisational culture questionnaire to determine the relationship between organisational culture and organisational commitment. The results suggest that organisational culture has an effect on organisational commitment. Recommendations are made to successfully implement both organisational culture and organisational commitment change initiatives. / Industrial and Organisational Psychology / M.A. (Industrial and Organisational Psychology)