Small and medium enterprises (SMEs) in South Africa experience one of the highest failure rates in the world with 75% to 80% of SMEs failing in their first ten years. This data suggests that few small organisations in South Africa are sustainable entities and this in turn impacts on employment and the GDP of South Africa. In order to be sustainable, organisations should be learning ones (Garvin, 1993; Marquardt in Hattingh & Smit, 2004, p2). Senge’s (1990) ground-breaking model of a learning organisation identifies the disciplines companies should practice in order to contribute to their sustainability. This model, previously researched in large global companies, is used as the basis of researching a small company in a local, South African context. This study explores whether by being a learning organisation, a small company is able to sustain itself. Senge’s concept of a learning organisation includes five disciplines. These disciplines have adult and workplace learning theories embedded in them. The study attempted to identify whether the small company drew on these learning theories in day-to-day operations and practise, and if this contributed to its development as a learning organisation. In addition to learning theories, literature reviewed included factors that impact on small business sustainability in the South African context. The study reveals an interesting blend of a business management concept (“the learning organisation”) with adult education principles that give insight into developing a small company as a learning organisation. A qualitative, ethnographic case study approach was used for this study, using an interactive model to accommodate the dynamic nature of the workplace with its variety of events and activities. Data collection took place during two intensive research periods in 2008 and 2012, in a single Johannesburg-based company. A multi-method approach was used and included observations, document analysis, questionnaires, transect walks, auto-photography, focus groups and interviews. The study revealed that a small company can ensure its sustainability by being a learning organisation, even though the company did not hold the same understanding of a learning organisation that Senge (1990) did. By practising various adult and workplace learning theories, especially the theory of communities of practice, a small company can develop the disciplines of a learning organisation. Furthermore, organisations may practise the disciplines of a learning organisation organically, without specific intent, and this may assist in their sustainability.

Introdução - Os acidentes de trabalho nas refinarias de petróleo se destacam por liderar vários indicadores de incidência e mortalidade dentro da indústria de transformação no Brasil. A abordagem das análises dos acidentes tem evoluído desde uma concepção do erro humano até as relações inter organizacionais. As empresas continuam usando abordagens tradicionais na investigação de acidentes que não ajudam na prevenção eficaz dos mesmos. Os estudos aprofundados em acidentes do setor que mostrem a relação de fatores organizacionais são escassos. Em Setembro de 2014, em uma refinaria da região sudeste de Brasil, seis trabalhadores sofreram queimaduras múltiplas como consequência de um incêndio por vazamento de gás liquefeito de petróleo (GLP) que entrou em contato com uma fonte de ignição. Uma das vítimas faleceu dois meses depois. Objetivo - Contribuir para a difusão de uma abordagem organizacional para analisar este acidente de trabalho ultrapassando o erro humano, as causas técnicas e as perspectivas indicadas pelas normas padrão. Método - Os dados empíricos são baseados em um estudo qualitativo de um acidente de trabalho. Para realizar este estudo de caso usamos entrevistas, Análise Coletiva de Trabalho, observação participante e análise de documentos. Em seguida, realizamos uma Análise Organizacional do Evento (AOE) e aplicamos o Modelo de Análise e Prevenção de Acidentes (MAPA). Resultados Para o trabalho que ocasionou o acidente foi trocado o técnico de operação e alguns contratados também eram novos na atividade. Foi utilizado um torquímetro com bomba elétrica, ao invés das ferramentas manuais usadas nas anteriores liberações. A liberação teve inicio três horas antes do recomendado e foi feita sem uma purga completa na linha. Os documentos de análise de risco e de medidas de isolamento da linha foram elaborados com mais de um ano de antecedência. Os treinamentos para os contratados são deficientes. O desligamento do alarmes e a ausência do técnico de segurança durante a liberação concorrem 8 com a falta de treinamento, com a habitualidade de trabalhar sem alguns equipamentos e com a baixa valorização de alarmes. Não existiam reuniões entre os trabalhadores diretos e contratados para discutir os detalhes técnicos da liberação. Não tinha mangueiras do sistema contra incêndio nem rota de fuga durante a abertura do flange. A seleção do operador para liberar a linha de GLP pode ter sido uma estratégia para favorecer a entrega antecipada do projeto. A empresa utiliza um sistema de bonificação por desempenho que termina incentivando os trabalhadores a executar atividades sem cumprimento de todas as normas de segurança. Os trabalhadores de chão de fábrica têm baixa participação na elaboração de novos procedimentos dentro de uma cultura de segurança excessivamente normatizada. Conclusões O acidente tem como origem a interação de fatores sócio organizacionais: entre eles a cultura de segurança excessivamente normatizada, ferramentas de gestão e indicadores de resultado que dão uma sensação de falsa segurança aos gestores, decisão de adiantar o projeto, troca do técnico de operação e gestão de desempenho que estimula a burla de barreiras. / Introduction - Work accidents in oil refineries stand out for leading several incidence and mortality indicators within the manufacturing industry in Brazil. The approach of the analysis of accidents has evolved from a conception of human error to the interorganizational relations. Companies continue to use traditional approaches in the investigation of accidents that do not help in effective prevention. In-depth studies on industry accidents that show the relationship of organizational factors are scarce. On September 2014, in a refinery in the south-eastern region of Brazil, six workers suffered burns multiples as a result of a fire by pouring Liquefied Petroleum Gas (LPG) which came into contact with an ignition source. One of the victims died two months later. Aim - To contribute to the diffusion of an organizational approach to analyzing this work accident beyond human error, technical causes and the prospects indicated by the standard rules. Method - The empirical data are based on a qualitative study of a work accident. This case study used interviews, Collective Labour Analysis, participant observation and document analysis. Then we conducted an event organizational analysis and we applied the Model Analysis and Accident Prevention (MAPA). Results - For work that caused the accident the operation technician was changed and some contractors were also new to the activity. A torque wrench with electric pump was used instead of the hand tools used in previous releases. The release began three hours before recommended and was made without complete purge in the line. Risk analysis and insulation measures documents were designed with more than one year prior. Trainings for contractors are defective. The shutdown of the alarms and the lack of safety technician during the release, competes with the lack of training, with the customary character of work without some equipment and the low valuation of alarms. There were no meetings between direct and contract workers to discuss the technical details of the release. Fire hoses system or escape route during the opening of the flange were inexistent. The 10 operator\'s selection to release the LPG line may have been a strategy to promote early delivery of the project. Company uses a performance evaluation system which ends by encouraging workers to perform activities without complying with all safety standards. The shop floor workers have low participation in the development of new procedures within an overly standardized safety culture. Conclusions - The accident has as its origin the interaction of social and organizational factors including, excessive standardized safety culture, management tools and outcome indicators that give a false sense of safety to managers, decision to advance the project, change of operation technician and performance management that stimulates the habitual non-compliance of some barriers.

Introdução - Os acidentes de trabalho nas refinarias de petróleo se destacam por liderar vários indicadores de incidência e mortalidade dentro da indústria de transformação no Brasil. A abordagem das análises dos acidentes tem evoluído desde uma concepção do erro humano até as relações inter organizacionais. As empresas continuam usando abordagens tradicionais na investigação de acidentes que não ajudam na prevenção eficaz dos mesmos. Os estudos aprofundados em acidentes do setor que mostrem a relação de fatores organizacionais são escassos. Em Setembro de 2014, em uma refinaria da região sudeste de Brasil, seis trabalhadores sofreram queimaduras múltiplas como consequência de um incêndio por vazamento de gás liquefeito de petróleo (GLP) que entrou em contato com uma fonte de ignição. Uma das vítimas faleceu dois meses depois. Objetivo - Contribuir para a difusão de uma abordagem organizacional para analisar este acidente de trabalho ultrapassando o erro humano, as causas técnicas e as perspectivas indicadas pelas normas padrão. Método - Os dados empíricos são baseados em um estudo qualitativo de um acidente de trabalho. Para realizar este estudo de caso usamos entrevistas, Análise Coletiva de Trabalho, observação participante e análise de documentos. Em seguida, realizamos uma Análise Organizacional do Evento (AOE) e aplicamos o Modelo de Análise e Prevenção de Acidentes (MAPA). Resultados Para o trabalho que ocasionou o acidente foi trocado o técnico de operação e alguns contratados também eram novos na atividade. Foi utilizado um torquímetro com bomba elétrica, ao invés das ferramentas manuais usadas nas anteriores liberações. A liberação teve inicio três horas antes do recomendado e foi feita sem uma purga completa na linha. Os documentos de análise de risco e de medidas de isolamento da linha foram elaborados com mais de um ano de antecedência. Os treinamentos para os contratados são deficientes. O desligamento do alarmes e a ausência do técnico de segurança durante a liberação concorrem 8 com a falta de treinamento, com a habitualidade de trabalhar sem alguns equipamentos e com a baixa valorização de alarmes. Não existiam reuniões entre os trabalhadores diretos e contratados para discutir os detalhes técnicos da liberação. Não tinha mangueiras do sistema contra incêndio nem rota de fuga durante a abertura do flange. A seleção do operador para liberar a linha de GLP pode ter sido uma estratégia para favorecer a entrega antecipada do projeto. A empresa utiliza um sistema de bonificação por desempenho que termina incentivando os trabalhadores a executar atividades sem cumprimento de todas as normas de segurança. Os trabalhadores de chão de fábrica têm baixa participação na elaboração de novos procedimentos dentro de uma cultura de segurança excessivamente normatizada. Conclusões O acidente tem como origem a interação de fatores sócio organizacionais: entre eles a cultura de segurança excessivamente normatizada, ferramentas de gestão e indicadores de resultado que dão uma sensação de falsa segurança aos gestores, decisão de adiantar o projeto, troca do técnico de operação e gestão de desempenho que estimula a burla de barreiras. / Introduction - Work accidents in oil refineries stand out for leading several incidence and mortality indicators within the manufacturing industry in Brazil. The approach of the analysis of accidents has evolved from a conception of human error to the interorganizational relations. Companies continue to use traditional approaches in the investigation of accidents that do not help in effective prevention. In-depth studies on industry accidents that show the relationship of organizational factors are scarce. On September 2014, in a refinery in the south-eastern region of Brazil, six workers suffered burns multiples as a result of a fire by pouring Liquefied Petroleum Gas (LPG) which came into contact with an ignition source. One of the victims died two months later. Aim - To contribute to the diffusion of an organizational approach to analyzing this work accident beyond human error, technical causes and the prospects indicated by the standard rules. Method - The empirical data are based on a qualitative study of a work accident. This case study used interviews, Collective Labour Analysis, participant observation and document analysis. Then we conducted an event organizational analysis and we applied the Model Analysis and Accident Prevention (MAPA). Results - For work that caused the accident the operation technician was changed and some contractors were also new to the activity. A torque wrench with electric pump was used instead of the hand tools used in previous releases. The release began three hours before recommended and was made without complete purge in the line. Risk analysis and insulation measures documents were designed with more than one year prior. Trainings for contractors are defective. The shutdown of the alarms and the lack of safety technician during the release, competes with the lack of training, with the customary character of work without some equipment and the low valuation of alarms. There were no meetings between direct and contract workers to discuss the technical details of the release. Fire hoses system or escape route during the opening of the flange were inexistent. The 10 operator\'s selection to release the LPG line may have been a strategy to promote early delivery of the project. Company uses a performance evaluation system which ends by encouraging workers to perform activities without complying with all safety standards. The shop floor workers have low participation in the development of new procedures within an overly standardized safety culture. Conclusions - The accident has as its origin the interaction of social and organizational factors including, excessive standardized safety culture, management tools and outcome indicators that give a false sense of safety to managers, decision to advance the project, change of operation technician and performance management that stimulates the habitual non-compliance of some barriers.

In simultaneously pursuing commercial and social goals, specialist microfinance organisations (MFOs) are leading examples of social enterprises working in development. Yet evidence of the feasibility of such ‘double bottom line’ management is limited. The thesis takes a comparative case study approach to investigating the dynamics of a social enterprise model of microfinance, with particular emphasis on its role in promoting employment related goals. Case study material consists primarily of the experience of two Central Asian MFOs that participated in an action research project ‘Microfinance for Decent Work’ implemented by the International Labour Organisation (ILO). Data was obtained through participant observation, staff interviews, client level surveys, and it also includes reflective practice arising from my participation in the ILO project as a consultant to both MFOs between 2008 and 2012. The findings are mixed. One of the MFOs was more strongly internally motivated to achieve social goals, and was more successful in implementing social performance management initiatives. The other was motivated more by the goal to demonstrate social performance to external stakeholders, and was less responsive to the evidence generated. The thesis also illustrates both path dependence in the evolution of social performance management, and the limited capacity of external agencies such as the ILO to influence the institutionalisation of development management within MFOs.

Lean manufacturing is one of the most developing manufacturing philosophies through which firms can minimise waste in the production process. Implementing lean practices successfully enables firms to lower unit costs of production and maximise value to the customer, which in turn helps them to increase their competitive edge over rivals. The emerging literature considers organisational culture as a necessary intangible source for achieving a competitive advantage for companies, and to have a critical role in the success or failure of lean practices implementation. The aim of this thesis is to investigate the effect of organisational culture on lean technical practices in the manufacturing firms in Jordan. More specifically, four conceptual models have been developed in the current study highlighting the effect of each type of organisational culture on lean technical practices implementation. In addition, more emphasis was on understanding the mechanism through which customers' involvement, employees’ involvement and suppliers’ involvement affect the relationship between organisational culture and lean technical practices. Thus, the four conceptual models bring to light the potential intervening role of the human lean practices in the organisational culture/ lean technical practices association. After identifying and reviewing the relevant literature, the socio-technical system theory, contingency theory and RBV are adopted to develop the conceptual models and associated hypotheses. A Structural Equation Modelling (SEM) techniques have been adopted to analyse a dataset of over 200 manufacturing firms in Jordan, collected by using a self-administered survey. The findings of this study indicate that the hierarchical culture has the highest substantial positive effect on lean technical practices followed by developmental culture, group culture and rational culture respectively. In addition, it is found that each type of organisational culture (group, developmental, hierarchical and rational) affects positively lean human practices (customers' involvement, employees’ involvement and suppliers’ involvement) in different statistical levels. For example, all types of organisational culture affect suppliers’ involvement more than customers’ involvement and employees’ involvement respectively. Moreover, it is found that customers’ involvement and suppliers’ involvement have the highest positive effect on lean technical practices in the rational culture and the least positive effect in the hierarchical culture. Furthermore, it is found that the positive effect of each type of organisational culture on lean technical practices is partially mediated by customers' involvement and partially mediated by suppliers’ involvement. The highest significant mediating effect of customers' involvement and suppliers’ involvement lies in the rational culture/lean technical practices link whereas the lowest significant mediating effect of customers' involvement and suppliers’ involvement lies is in the hierarchical culture/ lean technical practices link. Finally, it is found that employees’ involvement does not mediate the relationship between organisational culture and lean technical practices. These findings provide new evidence from Jordan to support the hypotheses that the organisational culture can act as a crucial pre-condition for lean technical practices to be fully effective. Additionally, the findings reinforce the notion that emphasizing the human side of lean especially for customers' involvement and suppliers' involvement can promote the effectiveness of lean implementation. The current study contributes to the current literature at two levels. First, at the theoretical level, this study develops multiple conceptual models which crosses two streams of literature mainly, organisational culture literature and lean manufacturing literature with a focus on the human side of lean. Unlike previous studies, the models integrate the direct effect of organisational culture on lean technical practices and the intervening role of lean human practices due to which the organisational culture is assumed to have also an indirect effect on lean technical practices. Furthermore, employing a powerful statistical technique (Analysis of Moment Structure-SEM) provides more credibility to the results reported in this study. Second, at the empirical level, this study is conducted in the Jordanian context. As such, this study is one of the first, to our knowledge, that examines the effect of organisational culture on lean technical practices, as well as having examined the mechanism of how each type of organisational culture affects lean technical practices using empirical survey data from this context.

Fraudulent behaviour by management has become a global problem that cuts across cultural and ideological divides. Therefore, given the high incidence and cost of fraud internationally and locally, as well as the fact that stakeholders, including shareholders, governments and non-governmental organisations, are increasing the pressure on organisations to manage unethical behaviour more effectively, it is astonishing that fraud per se has not attracted more research efforts. Enron, WorldCom and Arthur Andersen, among others, have underscored the fact that the current modes which are governing companies are not sufficient to protect investors and public interests, because it is easy for otherwise honest people to be swept along in a climate of corruption. The aim of this study was to propose a model to predict potential risk of management fraud based on the organisational climate of the organisation. An interpretative framework was used to develop a conceptual model. Analytical induction and Lawshe’s content validity ratio were applied to validate the conceptualised model. The conceptual model assumes that there are certain organisational climate factors (determinants and dimensions) within an organisation which could indicate the direction of climate within the organisation. The determinants are leadership style, managerial values, trustworthiness, and organisational values. The following dimensions were identified: level of individual autonomy, reward system of organisation, degree of open communication between employees and management, perceived individual pressure, and fairness and innovation. The conceptual model further assumes that, although employees’ acceptance and/or tolerance of unethical behaviour might be high, not all managers will engage in fraud, as the various aspects of the fraud diamond also impose a form of constraint on the organisation. The level of individual constraint as imposed by the fraud diamond is moderated by an individual’s gender, tenure, education and age, which form part of an individual’s capability and comprise the acquired traits of an individual. Apart from these biographical traits, the model includes personal traits that will also have an impact on an individual’s capability. The limitations, practical implications and recommendations for future research are also discussed. This study, not only augments fraud literature, but also contributes to industrial/organisational psychology by studying individual deviance from an organisational perspective. / Psychology / D. Phil. (Consulting psychology)

Background: Customers’ easy access to information and communications technology has increased the pressure for firms to deliver good experiences within tourism. This is due to that customers can now easily compare tourism services between different firms online. The quality of experiences is affected by good service delivery that can be improved by several actors within a service ecosystem. Furthermore, service delivery leads to value co-creation between all the actors that are involved. Purpose: The purpose of this study is to examine how firms can create good experiences via service ecosystems and how they can co-create value with local service providers. Methodology: The study follows a qualitative research approach. Findings are based on an embedded case study consisting of interviews, observation participation and information from secondary sources such as official documents and documents from the case firm. Findings: Travel firm scan create good experiences by having an organisational culture and structure that increases commitment within the organization and service ecosystem. This can be achieved by aligning organisational goals with the goals of the actors within the service ecosystem. Furthermore, experiences can be improved by technology since it allows for smoother communication within the ecosystem. Good experiences can lead to brand value, which can result in positive electronic word of mouth and more customers. More customers increase economic value within the service ecosystem, which can increase the standard of living for local service providers. In addition, service ecosystems can yield intangible value from social and environmental aspects.

<p>Syfte: Tanken med detta arbete har varit att se hur en fusion med företag i fyra olika länder som deltagare påverkat en stor organisation som Nordea, undersöka vilka skillnader de olika kulturerna för med sig och vilka problem de orsakat i integrationsprocessen. Jag ville även jämföra vilka olika ledarstilar som existerade i de olika länderna och ta reda på om det påverkat chefernas ledarstil i Sverige. Även massmedians bevakning under integrationsprocessen undersöks för att se deras inställning till sammanslagningen.</p><p>Metod: I denna uppsats har både sekundär- och primärdata använts. Jag har studerat vad andra skrivit om fusioner, kulturens påverkan och olika ledarstilar men jag har även samlat in egen primärdata genom intervjuer med två personer från Nordea. Sedan har jag jämfört resultatet av intervjuerna med teorin för att få en bra bild om hur fusionen och integrationsprocessen fungerat i Nordea.</p><p>Resultat & slutsats: De olika kulturerna inkluderade olika ledarstilar i fusionen och en viss anpassning har krävts av cheferna för att samarbetet ska fungera. Det finns stora skillnader bland chefernas sätt att leda och detta har bekräftats i både teorin och empirin. Nordea har med sammanslagningen blivit en stor och attraktiv bank bland de svenska storföretagen, eftersom de nu och kan hantera nordiska affärer bättre än andra banker.</p><p>Förslag till fortsatt forskning: En fusion mellan SEB och Nordea har diskuterats i media och det skulle ha varit kul att göra en jämförelse hur väl de två bankerna passar ihop och se vad resultatet visar. Att jämföra Nordeas sammanslagning med en annan större fusion skulle också vara kul för att verkligen se vad som gjorts bra respektive mindre bra i Nordeas fusion.</p><p>Uppsatsens bidrag: Denna uppsats ger en förklaring till hur viktigt det är att ta hänsyn till kulturen i det andra företaget i en fusion. Att båda parter lär sig hur och varför de andra ledarna agerar som de gör. Detta är värdefullt för att kunna utveckla eller modifiera sitt eget beteende för att underlätta samarbetet.</p> / <p>Aim: The purpose with this assignment was to see how a merger with four different participants in four countries has affected a large organisation as Nordea. To see the differences in the culture and the problems they caused in the integration process. I also wanted to compare the different manager styles in the different countries and find out if they had an impact on the leadership style in Sweden. Even the mass medium survey during the integration process will be investigated to see their attitude towards the merger.</p><p>Method: Both secondary- and primary data has been used in this paper. I have studied what other has written about the merger, culture affect and different managerial style which are secondary data. I have also collected my own primary data through interviews with two persons from Nordea. Afterwards I compared the results from the interviews with the theory to get a good understanding how the merger and integration process worked in Nordea.</p><p>Result & Conclusions: The different cultures included different managerial styles into the merger and a certain adaptation was needed by the managers to make the cooperation work. There are big differences in the way managers leads and that has been confirmed in both theory and empirical studies. Nordea has by the merger grown and are now a big bank and attractive among the big Swedish companies, because they are now can handle Nordic affairs better then others banks.</p><p>Suggestions for future research: A merger between SEB and Nordea has been discussed in media and it would be interesting to compare the two banks and see how well they fit each other and what the result could turn out to be. Comparing the Nordea merger with another big fusion would be interesting and make it possible to see what was made good and bad in the Nordea merger.</p><p>Contribution of the thesis: This assignment gives an explanation on how important it is to consider the culture in the other company in a merger. It is important for both parts to learn how and why the managers’ act in the way they do, to be able to modify and develop their own behaviour to facilitate the collaboration.</p>

There are voices in the research field suggesting that universities should become learning organisations in order to be more competitive and efficient. However, the proposal is mainly based on theoretical and normative discussions rather than on empirical research. Therefore, this study has explored and reviewed in what way a university organisation has organised its inner life and illuminate in what way its local organisation matches the characteristics of a constructed theoretical model of a learning organisation. The study has furthermore explored in what way the organisational characteristics interact with one another in order to find out whether they support or hinder organisational learning.

Syfte: Tanken med detta arbete har varit att se hur en fusion med företag i fyra olika länder som deltagare påverkat en stor organisation som Nordea, undersöka vilka skillnader de olika kulturerna för med sig och vilka problem de orsakat i integrationsprocessen. Jag ville även jämföra vilka olika ledarstilar som existerade i de olika länderna och ta reda på om det påverkat chefernas ledarstil i Sverige. Även massmedians bevakning under integrationsprocessen undersöks för att se deras inställning till sammanslagningen. Metod: I denna uppsats har både sekundär- och primärdata använts. Jag har studerat vad andra skrivit om fusioner, kulturens påverkan och olika ledarstilar men jag har även samlat in egen primärdata genom intervjuer med två personer från Nordea. Sedan har jag jämfört resultatet av intervjuerna med teorin för att få en bra bild om hur fusionen och integrationsprocessen fungerat i Nordea. Resultat &amp; slutsats: De olika kulturerna inkluderade olika ledarstilar i fusionen och en viss anpassning har krävts av cheferna för att samarbetet ska fungera. Det finns stora skillnader bland chefernas sätt att leda och detta har bekräftats i både teorin och empirin. Nordea har med sammanslagningen blivit en stor och attraktiv bank bland de svenska storföretagen, eftersom de nu och kan hantera nordiska affärer bättre än andra banker. Förslag till fortsatt forskning: En fusion mellan SEB och Nordea har diskuterats i media och det skulle ha varit kul att göra en jämförelse hur väl de två bankerna passar ihop och se vad resultatet visar. Att jämföra Nordeas sammanslagning med en annan större fusion skulle också vara kul för att verkligen se vad som gjorts bra respektive mindre bra i Nordeas fusion. Uppsatsens bidrag: Denna uppsats ger en förklaring till hur viktigt det är att ta hänsyn till kulturen i det andra företaget i en fusion. Att båda parter lär sig hur och varför de andra ledarna agerar som de gör. Detta är värdefullt för att kunna utveckla eller modifiera sitt eget beteende för att underlätta samarbetet. / Aim: The purpose with this assignment was to see how a merger with four different participants in four countries has affected a large organisation as Nordea. To see the differences in the culture and the problems they caused in the integration process. I also wanted to compare the different manager styles in the different countries and find out if they had an impact on the leadership style in Sweden. Even the mass medium survey during the integration process will be investigated to see their attitude towards the merger. Method: Both secondary- and primary data has been used in this paper. I have studied what other has written about the merger, culture affect and different managerial style which are secondary data. I have also collected my own primary data through interviews with two persons from Nordea. Afterwards I compared the results from the interviews with the theory to get a good understanding how the merger and integration process worked in Nordea. Result &amp; Conclusions: The different cultures included different managerial styles into the merger and a certain adaptation was needed by the managers to make the cooperation work. There are big differences in the way managers leads and that has been confirmed in both theory and empirical studies. Nordea has by the merger grown and are now a big bank and attractive among the big Swedish companies, because they are now can handle Nordic affairs better then others banks. Suggestions for future research: A merger between SEB and Nordea has been discussed in media and it would be interesting to compare the two banks and see how well they fit each other and what the result could turn out to be. Comparing the Nordea merger with another big fusion would be interesting and make it possible to see what was made good and bad in the Nordea merger. Contribution of the thesis: This assignment gives an explanation on how important it is to consider the culture in the other company in a merger. It is important for both parts to learn how and why the managers’ act in the way they do, to be able to modify and develop their own behaviour to facilitate the collaboration.