Abstract
Firm acquisitions usually result in low employee identification with the organisation involved. Strategically and financially this places the organisation at risk as conflict may increase while performance and motivation may decrease during the post-acquisition phase. This chapter investigates the organisational and occupational identity work of managers, administrative staff and blue-collar employees during an acquisition. The objective is to establish if organisational and occupational identity work is the same in respect of employees at different levels and to provide insight into the organisational and occupational identity work of employees at different levels during post-acquisition integration. Acquisitions can be especially difficult if the firm operates in a Third-World country, such as South Africa, and its top managers are from, for example, a Western country because there may be a clash of cultures.
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Mohamed Hoosen Carrim, N. (2020). Work in Progress: Organisational and Occupational Identity Work of South African Employees After Firm Acquisition. In: Zakaria, N., Abdul-Talib, AN., Amelinckx, A. (eds) Transcending Cultural Frontiers. Springer, Singapore. https://doi.org/10.1007/978-981-15-4454-5_2
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