When corporations are merging a tendency towards standardisation of organisations,
processes and systems arises. Mergers of companies also lead to a concentration
of increasingly larger trusts and holdings. Still the corporation is supposed to
remain unmistakable and unique in order to preserve its attractiveness for customers,
employees, suppliers, investors, in short, for a network of stakeholders. Only corporate
identity (CI) has the efficiency range required to address and reach all these groups
whose needs have to be considered.
This present work examines the concept of corporate identity, its application in
the corporate environment, and the opportunities for the targeted and strategic steering
under the background of mergers and acquisitions. The goal is to develop a concept
and an approach how to start working on corporate identity and to set interventions
during the postmerger process to support a successful integration.
For the reasons of the different meanings and the different understanding of
the terms 'Corporate Identity' and 'Mergers & Acquisitions' (M&A) the present work develops
both a structural model for the analysis of the individual components of corporate
identity and a phase model for the configuration of integration. Based on this
analysis the contexts of effects between and the opportunities for influencing the individual
dimensions of CI are proven within the scope of postmerger integration (PMI),
and instruments for the targeted impact and steering are represented. The validity of
the elaborated approach of CI management within the framework of PMI is examined
within the frame of two case studies of the two largest telecommunication companies
presently operating in Germany. Activities are deducted from the results of the secondary
analysis and from the empirical studies and are summarised in terms of a CIoriented
model of procedure for postmerger integration optimised for success.
Table of Contents
1 INTRODUCTION
1.1 CORPORATE IDENTITY IN THE INFORMATION SOCIETY
1.2 THE MERGER WAVES
1.3 ISSUE OF THIS WORK
1.4 GOALS AND APPROACH OF THIS WORK
1.4.1 GOALS
1.4.2 APPROACH
2 SCOPE AND DEFINITION OF TERMS
2.1 CORPORATE IDENTITY
2.1.1 FUNDAMENTAL CONSIDERATIONS ABOUT THE TERM CORPORATE IDENTITY
2.1.2 THE TERM 'CORPORATE IDENTITY'
2.1.2.1 Dimensions
2.1.2.2 Instruments
2.1.2.3 Components
2.1.2.4 Characteristics and Delimitation
2.2 MERGERS AND ACQUISITIONS
2.2.1 THE TERM MERGERS AND ACQUISITIONS
2.2.2 MERGER MANAGEMENT
2.3 INTEGRATION SUCCESS MEASUREMENT
2.3.1 SOLUTIONS IN SCIENCE AND LITERATURE
2.3.2 SUMMMIG UP EXPLANATIONS FOR DIFFERENCES IN INTEGRATION SUCCESS
2.4 SUMMARY AND DEFINITION OF TERMS FOR THIS WORK
3 IDENTITY COMPOSITION
3.1 AREAS OF CONFLICT
3.2 INFLUENCING COMPONENTS OF CORPORATE IDENTITY
3.2.1 IMAGE
3.2.1.1 The term and concept
3.2.1.2 Organisational image
3.2.1.3 Effects of image
3.2.1.4 Composition of image
3.2.2 CORPORATE CULTURE
3.2.2.1 The term and concept
3.2.2.2 National and organisational culture
3.2.2.3 Effects of Culture
3.2.2.4 Composition of organisational culture
3.2.3 CORPORATE PERSONALITY
3.2.3.1 Function of strategy
3.2.3.2 Vision and goals
3.2.3.3 Values and principles
4 MANAGING CI-RELATED INTERVENTIONS DURING INTEGRATION
4.1 AREAS OF CONFLICT
4.2 PROGRAMME MANAGEMENT
4.2.1 PROGRAMME ORGANISATION
4.2.2 TEAM STAFFING
4.2.3 INTEGRATION SPEED
4.2.4 PROGRAMME FLOW
4.2.5 PROGRAMME CONTROLLING AND INTEGRATION AUDIT
4.3 INSTRUMENTS TO INTERVENE
4.3.1 CORPORATE BEHAVIOUR
4.3.1.1 Elements
4.3.1.2 Internal
4.3.1.3 External
4.3.2 CORPORATE COMMUNICATION
4.3.2.1 Elements
4.3.2.2 Internal
4.3.2.3 External
4.3.3 CORPORATE DESIGN
4.3.3.1 Elements
4.3.3.2 Internal
4.3.3.3 External
4.4 PRELIMINARY EXAMINATIONS AND MEASUREMENT OF EFFECTS
4.4.1 PROBLEMS
4.4.2 METHODICAL APPROACHES
4.4.3 INSTRUMENTS
4.4.3.1 Preliminary examination and assessment
4.4.3.2 Evaluation and continuous measurement
4.5 SUMMARY: IMPLICATIONS FOR THE PROCEDURE MODEL
5 CASE STUDIES
5.1 DEUTSCHE TELEKOM GROUP
5.1.1 INITIAL SITUATION
5.1.2 CORPORATE IDENTITY AND INTEGRATION MANAGEMENT
5.1.2.1 Corporate Culture
5.1.2.2 Corporate Image
5.1.2.3 Corporate Personality
5.1.3 PROJECT MANAGEMENT AND INTERVENTIONS
5.1.3.1 Corporate Behaviour
5.1.3.2 Corporate Communication
5.1.3.3 Corporate Design
5.1.4 ASSESSMENT OF THE INTEGRATION PROCESS
5.2 VODAFONE
5.2.1 INITIAL SITUATION
5.2.2 CORPORATE IDENTITY AND INTEGRATION MANAGEMENT
5.2.2.1 Corporate Culture
5.2.2.2 Corporate Image
5.2.2.3 Corporate Personality
5.2.3 PROJECT MANAGEMENT AND INTERVENTIONS
5.2.3.1 Corporate Behaviour
5.2.3.2 Corporate Communication
5.2.3.3 Corporate Design
5.2.4 ASSESSMENT OF THE INTEGRATION PROCESS
6 DISCUSSION AND CONCLUSIONS
6.1 DISCUSSION
6.2 CONCLUSIONS
6.3 MANAGING CORPORATE IDENTITY IN POST MERGER INTEGRATION
6.4 FURTHER RESEARCH
Research Objectives and Themes
This dissertation examines the concept of corporate identity and its application in the corporate environment, specifically within the context of mergers and acquisitions. The primary research goal is to develop an integrated management concept that helps align internal and external corporate activities during the post-merger integration (PMI) phase, thereby supporting successful business transformation and value creation.
- Analysis of corporate identity components (internal/external dimensions)
- Investigation of the relationship between identity, culture, and corporate image
- Development of a structural and phase-based model for PMI management
- Provision of practical recommendations focusing on soft factors like communication and culture
- Empirical validation through case studies of leading telecommunication firms
Excerpt from the Book
Corporate Culture
The concept of organisational culture originated from a criticism on the idea of completely rational purpose designed organisations. The competition on the world markets being intensified by the progressing internationalisation and above all the success of Japanese companies as a consequence thereof, caused doubts in the efficiency of tayloristic forms of the organisation of work and motivation.
In search of new forms of management cultural factors again became fashionable during the mid eighties. Through the discovery of 'soft factors' it was hoped for mastering the problems of co-ordination and steering of corporate leadership in a better way.
Culture contains the entirety of values, traditions, legends, myths, norms, and mindsets predominating in the corporation that mediate sense and guidelines for behaviour to employees on all levels of responsibility. Independent of the cultural perspective of various approaches it is possible to identify several fundamental elements that constitute organisational culture in general.
Summary of Chapters
1 INTRODUCTION: This chapter contextualizes corporate identity within the "Information Society" and explores the rise of global merger waves, defining the scope and core objectives of the work.
2 SCOPE AND DEFINITION OF TERMS: Fundamental definitions of "Corporate Identity" and "Mergers & Acquisitions" are provided, establishing a framework for analyzing integration success and terminology for the study.
3 IDENTITY COMPOSITION: This section details the influencing components of corporate identity, specifically analyzing the interplay between corporate image, culture, and personality as core elements of organizational cohesion.
4 MANAGING CI-RELATED INTERVENTIONS DURING INTEGRATION: This chapter focuses on the practical management of CI, detailing organizational structures, intervention instruments, and auditing methodologies necessary during the post-merger phase.
5 CASE STUDIES: Two major telecommunication firms, Deutsche Telekom Group and Vodafone, are analyzed to evaluate how theoretical CI concepts and interventions are applied in real-world merger scenarios.
6 DISCUSSION AND CONCLUSIONS: The final chapter summarizes the study's findings regarding the success of a holistic CI-oriented approach in post-merger integration and suggests avenues for future research.
Keywords
Corporate Identity, Post-Merger Integration, M&A, Corporate Culture, Corporate Image, Corporate Personality, Change Management, Internal Communication, Integration Strategy, Stakeholder Management, Organizational Behavior, Soft Factors, Branding, Synergy, Strategic Management.
Frequently Asked Questions
What is the core focus of this dissertation?
The dissertation explores how "Corporate Identity" (CI) can be managed as a strategic tool to ensure organizational cohesion and integration success during complex mergers and acquisitions.
Which specific themes are addressed in this work?
Key themes include the structural analysis of CI components (image, culture, and personality), the development of a post-merger management phase model, and the effective use of internal/external communication strategies.
What is the primary research goal?
The primary goal is to provide a holistic framework for managers to align business processes, communications, and corporate values during the turbulent phase of post-merger integration.
Which methodology does the author employ?
The author uses a qualitative research approach, combining a deep theoretical literature review on CI and M&A with empirical evidence from two extensive case studies of major telecommunication corporations.
What does the main body of the work cover?
The main body systematically breaks down the components of identity, details the project management requirements for CI, and provides practical guidelines for internal and external interventions.
Which keywords define this work?
Essential terms include Corporate Identity, Post-Merger Integration, Organizational Culture, and Strategic Management of 'soft factors' within M&A processes.
How does the author analyze the integration process in telecommunication firms?
The author evaluates both Deutsche Telekom and Vodafone by examining their corporate restructuring, cultural programs, and brand migration efforts to determine their effectiveness in achieving a unified identity.
What is the significance of "soft factors" in the author's analysis?
The author argues that while "hard factors" like financial performance are crucial, "soft factors" (communication, trust, and corporate culture) are often the deciding elements that determine the success or failure of a merger.
- Quote paper
- Yvonne Kaiser (Author), 2003, Managing corporate identity in post merger integration, Munich, GRIN Verlag, https://www.grin.com/document/26532
