The Effects of Organization Cultural Fit and Employees’Organizational Commitment on Their Attitudes toward Being Merged or Acquired by Another Organization
|關鍵字:||組織文化契合;組織承諾;併購;員工態度;Organization Cultural Fit;Organizational Commitment;Merger or Acquisition;Employee's Attitude|
This study used questionnaires to explore the relationships between organization cultural fit, the employees’ commitment to their organizations, and the employees’ attitudes toward being merged or acquired by another organization. The results show that the degree of cultural fit between the original employment organization and the new employment organization has a positive effect on the employees’ attitudes toward the merger or acquisition; the more fit between the cultures, the more positive the attitude is toward merger or acquisition; the less fit between the cultures, the more negative the attitude is toward merger or acquisition. Except for power orientation culture, which has a negative effect on the employee’s attitudes, the type of culture in the original and the new organizations has no effect on the employees’ attitudes toward merger and acquisition. In addition, the employees’ commitment to original organizations, whether in value, effort, or retention commitment, has no effect on the employees’ attitudes toward merger and acquisition. Based on these findings, we propose suggestions for increasing cultural fit and reducing culture differences between organizations prior to merger or acquisition, so as to increase the probability of the success of the merger or acquisition.