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
The book Organizational Culture and Performance: The Practice of Sustaining Higher Performance in Business Merger & Acquisition, written 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, the book 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.