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An examination of history and identity in corporate culture : a critical approach to organizational communication theory / Amy Beth Chepul

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Identifier	Thesis 1486
Author	Chepul, Amy Beth
Title	An examination of history and identity in corporate culture : a critical approach to organizational communication theory / Amy Beth Chepul
Publisher	Central Connecticut State University
Date	1998
Resource Type	Master's Thesis
Notes	A society's culture is a creation of its history, the result of both real and fabricated events. In the same manner, history plays a significant role in the creation of a corporate culture. Organizations working in a traditional environment rely on employees' shared sense of history to create and sustain their cultures. Yet, because of a turbulent business environment comprised of mergers and acquisitions, many of today's organizations lack a shared sense of history. This fragmentation disconnects employees from the organization's sense of history. The following proposes a study which seeks to investigate the importance of recognizing past and present organizational histories as important components of a unified corporate culture in continuously changing organizations. Specifically, this paper explores how one can examine a corporate culture's historical base in an organization involved in mergers and acquisitions, and how employees of these organizations perceive their history and come to identify with the present organization. Mergers and acquisitions are two examples of significant change an organization (and its employees) can experience. Often, the impact of this change results in a new organization which is very different from either of the original organizations. This study seeks to answer the questions: what impact, if any, do mergers and acquisitions in an organization have on the continuity of the organization's history and sense of present identity? This project looks at the effect a lack of history has on a new culture, and presents a new theory: the process of mergers and acquisition is a dialectical one, but the synthesis almost always reflects the historical values and beliefs of the dominant culture, resulting in employees who feel disenfranchised and disconnected. Secondly, this project puts forth a two-part methodology for testing this theory. Part one is a content analysis of the printed, formal documents of an organization to find the stated values and sense of identity, both pre- and post-change. Part two is an examination of the employees' sense of past history and present identity to see if there is a connection or disconnection with the present organization. The theory contends that in a successful merger or acquisition, there will be similar themes of values and norms in both the past perception of history and when identifying with the present organization--showing both continuity of the organization's history and a connection with the present organization. This theory and methodology were tested at a home care agency recently involved in a merger; the theory held true in this organization, with employees of the smaller company (Organization A) being merged into the larger organization (Organization Z) feeling disenfranchised-- unable to identify with the new organization (Organization B) or feel a part of the culture. Several modifications in the methodology are recommended for future applications, including additional questions to be added to the study, and substitution of individual interviews in place of the survey. It is recommended that this methodology be applied to different types of organizations to see if the conclusions found are similar.
Subject	Corporate culture Corporations -- Sociological aspects Symbolism in organizations
Department	Department of Communication
Advisor	Olson, Scott Robert
Type	Text
Digital Format	application/pdf
Language	eng
OCLC number	40153397
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An examination of history and identity in corporate culture : a critical approach to organizational communication theory / Amy Beth Chepul

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