<p>Background: Acquisitions are a well-known method for increasing company size and strength on the market. But to reach the targets set, more than just a positive economic calculation is required. An atmosphere that supports the company's integration is needed, for which it is of great importance for management to understand the underlying sets of values that exist in the organisation, and to take into consideration the way they might become an obstacle or a tool for a successful integration. </p><p>Purpose: The purpose of this thesis is to explain and understand how cultural change occurs and how it affects the employee, as a smaller company is bought and integrated into a larger organisation. </p><p>Procedure: The analysis is based on theories on organisational culture and organisational change. Data was collected through personal interviews with five employees at Sydkraft Service Partners (SSP), but also the authors'own observations and Sydkraft's internal press material, have contributed to the knowledge of the case company. </p><p>Conclusions: The culture in SPP is structured after a model based on levels of consciousness, where the visual aspects on culture (the artefacts) are considered to reflect the underlying sets of values and fundamental notions that the culture consists of. These are partly influenced by the artefacts, but can also be of a threat to the culture change process. To accomplish a successful integration, good leadership that can communicate the new set of values is required.</p>
| Identifer | oai:union.ndltd.org:UPSALLA/oai:DiVA.org:liu-1206 |
| Date | January 2002 |
| Creators | Furn, Åsa, Johansson, Lars |
| Publisher | Linköping University, Department of Management and Economics, Linköping University, Department of Management and Economics, Ekonomiska institutionen |
| Source Sets | DiVA Archive at Upsalla University |
| Language | Swedish |
| Detected Language | English |
| Type | Student thesis, text |
| Relation | Magisteruppsats från Internationella ekonomprogrammet, ; 2002:40 |
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