In the following research essay, the take-over of ARAL by the German BP will be analysed. Furthermore, the case will explore the assumption of ?transformational change? as the best way to achieve successful change. Firstly, the background of the change will be explained. Afterwards a short comparison of both cultures will illustrate the differences of the companies. Overall, the change process will be explained and evaluated under the aspect of organisational change management. In order to expose the case, theoretical concepts and frameworks will be used. Finally, the way in which BP implemented successful the change will be linked to the set question of ?transformational change?.
Table of Contents
1. INTRODUCTION
2. BACKGROUND OF THE CHANGE
2.1 Comparison of both Cultures
2.2 Way of Integration
3. ANALYSIS OF THE CHANGE PROCESS
4. TRANSFORMATIONAL CHANGE
4.1 Strengths of Transformational Change
4.2 Weaknesses of Transformational Change
5. CONCLUSION
Research Objectives & Topics
This essay examines the acquisition of ARAL by BP, focusing on the hypothesis that 'transformational change' is the most effective approach for successful organizational restructuring. It evaluates the integration process through relevant change management frameworks and organizational theories.
- Organizational culture integration and management
- Application of Lewin’s Force Field Model
- Strategic change communication and trust-building
- Evaluation of transformational vs. incremental change
Excerpt from the Book
Comparison of both Cultures
Immense cultural differences of both companies appeared during the take-over. The worldview of BP is international-orientated and employees’ identification is focused on the company. In comparison, ARAL is a typical German company and employees identify themselves with the brand but less with the company itself. Values and manners inside the companies are also contrary. The British self-responsibility and simple organized structure met the German controlled and hierarchical structure. British informal behaviour had to be matched with German formal behaviour. BP is looking for simple, fast and flexible solutions whereas ARAL prefers a top-down-management. (Scholz et al, 2004; BP, 2004b) In spite of extreme differences the process of integration proceeded without big problems. (Scholz et al, 2004)
Next, will be described how the integration was organized and accepted.
Summary of Chapters
INTRODUCTION: The chapter introduces the case of BP's takeover of ARAL and sets the objective to evaluate the effectiveness of transformational change in this context.
BACKGROUND OF THE CHANGE: This section details the rationale behind the acquisition and provides a comparative analysis of the corporate cultures of the two entities.
ANALYSIS OF THE CHANGE PROCESS: This chapter applies theoretical models, specifically Lewin's Force Field Model, to evaluate how BP managed the transition and reduced resistance.
TRANSFORMATIONAL CHANGE: The chapter explores the theoretical advantages and disadvantages of transformational change within large organizations.
CONCLUSION: The final section summarizes that the BP-ARAL case serves as a successful example of planned, charismatic transformational change.
Keywords
BP, ARAL, Organizational Change, Transformational Change, Change Management, Corporate Culture, Integration, Lewin's Force Field Model, Strategic Management, Communication, Trust, Business Transformation, Incremental Change, Stakeholder Management.
Frequently Asked Questions
What is the primary subject of this research paper?
The paper focuses on the organizational change process initiated by BP following its acquisition of the German fuel company ARAL.
What are the central themes discussed in the work?
Central themes include cultural integration, managing organizational resistance, the implementation of change strategies, and the evaluation of transformational change theories.
What is the core research objective?
The objective is to analyze whether 'transformational change' is the most suitable strategy for achieving successful long-term organizational integration.
Which scientific methodology is applied to the case study?
The author uses a qualitative approach, applying established organizational change frameworks such as Lewin’s 'Force Field Model' and Dunphy and Stace’s change strategy models to evaluate the real-world case of BP and ARAL.
What topics are covered in the main body of the paper?
The main body covers the cultural differences between British and German management styles, the communication strategies used by BP (e.g., 'Strong2gether'), and a critical review of the strengths and weaknesses of transformational approaches.
Which keywords characterize this study?
Key terms include Corporate Culture, Transformational Change, Organizational Integration, and Change Management.
How did BP bridge the gap between their corporate culture and ARAL's?
BP utilized communication-heavy methods like workshops, 'lunch & talk' sessions, and transparent intranet communication to build trust and foster a new, shared identity rather than imposing one culture over the other.
What does the author conclude about the effectiveness of BP's approach?
The author concludes that BP's approach was highly successful because it combined elements of incrementalism with a charismatic, revolutionary transformational vision, ultimately creating a new, unified corporate culture.
Why did BP adopt a 'transformational' approach instead of a purely incremental one?
Transformational change was chosen because it was better suited for addressing the deep-seated cultural shifts required after a high-profile takeover, helping to move the organization quickly toward a new, integrated state.
- Citar trabajo
- Sven Rosenhauer (Autor), 2005, BP and Aral - Strong2together and Best of Both - The introduction of a new Culture B1, Múnich, GRIN Verlag, https://www.grin.com/document/186563
