The recent merger waves in most organizations fail to increase organizational performance and sustain a competitive advantage. Several U.S. organizational mergers failed to sustain market competition and retain employees. Most consolidated and merged banks in Nigeria are in distress and have failed to increase organizational performance. Currently, organizational leaders are facing challenges regarding how to integrate two or more merged cultures to maintain employee commitment, job satisfaction, and employee retention. The author used a quantitative correlational and regression study that collected data related to a merged bank in Abuja, Federal Capital Territory (FCT) of Nigeria, to examine if a relationship existed between organizational culture and organizational performance. The study results indicated that a measure of the combination of cultural traits (mission, involvement, consistency, and adaptability) had a significant relationship with each of the organizational performance measures (employee commitment, job satisfaction, and employee retention). The need to provide solutions to the failed mergers and strategies for sustaining higher performance in partnership mergers and acquisitions becomes imperative. In this book, Henrietta Okoro integrates organizational culture traits with insights from research to provide readers with distinctive strategies to improve and sustain employee retention, job satisfaction, and higher organizational performance. Emphases were made on distressed banks, global bank mergers, acquisitions trends, and implications for sustainability. Recommendations were provided to leaders in various industries and future research prospects. The book highlights the factors of job satisfaction, employee commitment, thinking beyond financial gain in mergers and acquisitions, failure as a learning tool, and the cultural traits necessary to sustain creativity and higher organizational performance. Throughout the book, Henrietta Okoro draws from compelling examples of the merged organizations and research in the social sciences to demonstrate the relationship between organizational culture and performance and how it can enhance employee retention, job satisfaction, and higher organizational performance. The book further provides an excellent resource for business sectors that grasp market globalization, organizational leaders, higher institutions, scholars, professionals, researchers, and project managers, in various industries and other corporate sectors with the synergy intent of merger and acquisition to sustain market diversification, improved performance, customer base, and business synergy expansion.
Dr. Henrietta M. Okoro is an adjunct professor of computer information systems and business studies at the Colorado Technical University, National University, and the University of the Cumberland.
List of Tables and Figures
Objectives of the Textbook
Chapter 1: Introduction
Chapter 2: Review of the Literature
Chapter 3: Methodology
Chapter 4: Results
Chapter 5: Discussion
Chapter 6: Conclusions and Recommendations
Defining of Terms
About the Author
Organizational Culture and Performance: The Practice of Sustaining Higher Performance in Business Merger & Acquisition by Dr. Henrietta Okoro, is a comprehensive guide to organizational mergers and retention of institutional memories and knowledge, employees, and market share. The investigation and analysis provide the reader with examples and methodology to understand the relationship between mergers, organizational culture, and performance.
The book's layout is of specific interest, which follows standard research methodology, with terms, research, and results clarified for greater understanding. As a researcher and professor, Organizational Culture and Performance: The Practice of Sustaining Higher Performance in Business Merger & Acquisition is also valuable as a textbook and guide for researchers and business students.
This textbook is written with diversity in mind and is well executed. It presents policies from a neutral point of view as well as the topics that support the author's pedagogy. The textbook is written in a clear and concise manner and is an easy read as well as engaging for students.
The text has a strong introduction and lays a great foundation for starting off the textbook. The chapter lengths are manageable and have appropriate content for students. The order of the textbook is written in proper sequence, and it would be recommended as an instructor to use all chapters in the order they are presented. It is appreciated that the chapters have chapter exercises and chapter quizzes with the solutions. However, the chapter quizzes could be more extensive.
It is recommended that the chapters utilize more real-life scenarios and case studies would be a great edition. It is also recommended that the glossary be expanded. Finally, it is recommended that key terms be highlighted in the chapter or at the end of the chapter. Overall, the textbook is highly recommended for use.
... well-written. Dr. Okoro is a university professor and academic researcher that explains the elements of managing corporate culture and performance in organizations. The topics are perfect for instructors to use as business textbooks. Also, the book includes a study guide and exercises at the end of the chapters.
However, this book checks all the boxes for professors, researchers, managers, and administrators to learn about organizational culture traits, behaviors, mergers, and acquisition mergers.
This book provides readers with in-depth knowledge of the influence of organizational culture in business mergers and acquisitions with an emphasis on the Nigerian business space. The book highlighted the concepts of organizational culture in general but zeroed in on the Nigerian banking and telecom industries. With merger and acquisition becoming the order of the day, merging industries need to understand the basic organizational cultures of each other before embarking on merger and acquisition agreements.
I particularly like how the book exposed its readers to performance optimization during mergers and acquisitions. In other words, a situation where two or more companies going into the process of merging or acquisition understand each other’s organizational culture and find ways and means of acculturation and assimilation. I also like how this book highlighted how understanding two different organizational cultures could help prior to engaging in merging or acquisition.
Finally, the book outlined the pre-merger and post-merger acquisition processes like vision, strategy, planning, absorption merger, and symbiotic merger. This book is a great read when it comes to knowledge of current and future organizational trends.
Henrietta M. Okoro's book features a background of cultural challenges, historical perspectives of mergers and acquisitions, supporting theories such as transformational leadership and equity theories, and their implications in the merger environment. In addition, the book covers data analysis in detail and data architecture during pre-merger and post-merger stages. Also, relevant conclusions and recommendations are provided for the reader to understand the essence of the book.
Okoro's careful explanations and approachable format support the reader in understanding the important organizational culture and performance concepts as well as applying tools and methods with an emphasis on problem-solving to create successful organizations.
Through detailed analysis and literature review, current issues facing organizations dealing with mergers, business managers, and students learn by realistic applications and examples in Okoro’s book.
Finally, proven content integrates various issues dealing with organizational culture and performance for successful merged organizations. This is a valuable resource for business managers in small, medium, and large organizations as well as students in areas dealing with organizational behavior, leadership, ethics and decision making, and other business-related courses.