Harmonizing to the ‘Frocky Horror Show ‘ , there is cultural clang occurred in an organisation. ‘Culture Clash has been coined to depict the struggle of two companies ‘ doctrines, manners, values, and missions. This may, In fact, be the most unsafe factor when two companies decide to unite ‘ Bijilsma-Frankema ( 2001 ) . Harmonizing to The Frocky Horror Show ( 1999 ) Elizabeth Emmanuel, had started planing apparels by construct up her ain trade name with her name ‘Emanuel ‘ , and gained celebrity for planing Princess Diana ‘s nuptials frock. After divorced with her hubby, she had registered Elizabeth Emanuel as her ain trade name name. The lady so faced fiscal troubles on her new concern and so she need to tie in with Shami Ahmed, the laminitis of the Joe Bloggs denims trade name who had built up a vesture imperium based on his hallmark baggy denims and in the 1990s. Ahmed purchased the hallmark ‘ELIZABETH EMANUEL ‘ and besides the company ‘s plus, good will and debts. The Association between Emanuel and Ahmed had faced a cultural clang because there are no shared beliefs, norms or values between them and these have caused a feud. It is because Ahmed is a astute man of affairs which tend to set more attempt in develop and construct the trade name, but non in the sense of interior decorator such as personality and manner. Joe Bloggs which ain by Ahmed Shami is more in street wear as it famous of its loose-fitting denims. Shami Ahmed hope to maximise net incomes that might gain from a trade name, he tend to be more practical. Elizabeth Emanuel is more in personalization in design the nuptials frock for royal group or upper societal group as it marrying frock could sold up to a few thousand lbs, she used to be more in elaborate and originative in the frock or merchandises that she designed. In other words, she places the sense of its trade name label foremost than concern net income that she could give through her trade name. Conversely, Emanuel is a endowment interior decorator with sense of manner, manner and personality. Therefore a cultural clang is occurred between these two organisations with no shared beliefs, norms or values and deficiency of teamwork. Elizabeth Emanuel ended up lost her place in the association and besides could non utilize ‘Elizabeth Emanuel ‘ as her ain hallmark.
Culture Clash between Hewlett-Packard and Compaq
Need essay sample on The Cultural Clash between two companies ?We will write a custom essay sample specifically for you for only $12.90/pageorder now
There is another civilization clang that occurred between the amalgamation of Hewlett-Packard ( HP ) and Compaq. Hoopes ( n.d ) The ground of the merge is to better HP ‘s market portion across the hardware line and duplicate the size of HP ‘s service unit-both indispensable stairss in being able to vie with industry-giant IBM. Furthermore, they hope to make a full-service engineering house capable of making everything from selling Personal computers and pressmans to puting up complex webs. The amalgamation would extinguish excess merchandise groups and costs in selling, advertisement, and transportation, while at the same clip continuing much of the two companies ‘ grosss.
The amalgamation had face civilization clang as their cultural differences among these two companies. Awpagesociety ( n.d. ) mentioned HP Company nucleus values are based on the ‘HP manner ‘ where civilization has ever had a powerful influence on how the company maps ; set abouting cultural integrating poses an particularly dashing undertaking. Stachowicz-Stanusch ( 2009 ) HP ‘s nucleus values include Market Leadership, Leadership Capability, Customer Loyalty, Employee, Commitment, Global Citizenship Growth and Profit. Compaq Company has hindered “ development ” of its values. Their nucleus values are listening and work outing client jobs, being passionate about everything we do, driving invention and edifice cool material, partnering for our clients ‘ advantage, pass oning openly and candidly, making what we say and holding merriment. Elgin ( 2005 ) HP is more in an engineering-driven civilization that values teamwork and wagess thoughts and innovations whereas Compaq had a hard-charging gross revenues civilization every bit perceived as aggressive. Beside, harmonizing to Pimentel ( 2001 ) HP put a heavier emphasis on squad answerability while Compaq is more in aggressively defined lines of duty. Besides, there are besides some cultural spreads in between these two companies ( Please refer to Appendix 1 ) .
Burgelman & A ; Mckinney ( 2005 ) The merge of HP and Compaq was ab initio considered a success in 2002, as the company was still able to transcend their ends. In 2004, the fact of HP losing the amalgamation ‘s longer-term gross and net income ends had become clearer. However, in 2005, the competitory effectivity of HP ‘s new corporate scheme had been skepticism by investors and employees of the two companies as the company continued to fight with some cardinal strategic issues. This had caused stock monetary values for HP and Compaq to fall significantly in the months following the trade ‘s proclamation.
However, survey shows that the opportunities for amalgamations fail are greatest during the incorporate procedure ( Simpson, 2000 ) . ‘Integration fails because of improper managing and scheme, civilization differences, holds in communicating and deficiency of clear vision. ‘ ( Nguyen & A ; Kleiner 2003 ) . Besides ’83 % of all recent amalgamations and acquisitions failed to bring forth any benefit for the stockholders and over half really destroyed value ‘ ( Gitelson, John & A ; Laroche 2001 ) . Davidson ( 2004 ) stated, Jackie Kane – HP Vice President pointed out that civilization was the biggest challenge in the merge. In order to do the amalgamation win, they had did extended research known as cultural due diligence, which is included an interviews with 300 leaders in both organisations, analysing of employees and concentrate groups by 3rd party. Examination into factual stuff was besides attempt to record patterns. The intents of the research were to warrant the unofficial determination doing model every bit much as the well documented formal organisational construction. The direction had allowed every squad to pass on and discourse HP ‘s scheme, construction, values, and how they are traveling to suit in the new merge company and their part in executing or do valid of the scheme. Davidson ( 2004 ) Finally they had came out with new HP ‘s value: ‘passionate about clients ; hold trust and regard for persons ; perform at high degrees of accomplishment and part ; act with velocity and legerity ; present meaningful invention ; accomplish our consequences through teamwork ; and carry on our concern with sturdy unity. ‘ Among these value, merely one of Compaq ‘s Value “ velocity and legerity ” had added.
As a consequence, Davidson ( 2004 ) the new HP had addition advantages to viing with other aggressive and elephantine house in differ market. Furthermore the merge benefits HP to be more decentalisation and let HP-Compaq to be more aggressive and fiscal goaded house with a different manner of cutting-edge. A different possible consequence is that HP will research somewhat “ foremost of strain ” inventions and will significantly seek to introduce in the methods that attaint its merchandise line comprehensiveness. More by and large, industry perceivers conclude that IT services and consumer gross revenues are likely to be field of specific prominence for the new HP.
Based on analysis of ‘The Frocky Horror Show ‘ and the amalgamation of HP and Compaq had strongly convinced that the cogency of statement: ‘culture clang as “ undeniably the primary causal factor in the failure of amalgamations and acquisitions and strategic confederations ‘ ( Reger et Al. n.d. ) . The different civilization in between Emmanuelle and Ahmed Company had do them to hold different sentiments in the manner of making concern, how they view their concern and besides differ in scheme and determination and caused the failure of their amalgamation. Beside, Want ( 2003 ) besides mentions the failure to take corporate civilization as an of import facet of organisation has affected excessively many amalgamations “ without any opportunity for success ” or undermined their ability to accomplish their full potency in such combinations in Appendix 2.Want ( 2003 ) It is good to follow HP acquisition of Compaq in footings of how good both of these companies blend in their distinguishable corporate civilizations as one in order to do a amalgamation success.
Compare to HP-Compaq, IBM had outstanding performed in its concern for over a century. The ground of their success: ‘IBM has been found in its nucleus concern development through organisational civilization, determination devising and organisational construction ‘ ( Moore 2009 ) . Beside, ‘IBM was a leader over the last 75 old ages in making a civilization of singular accomplishment in concern ‘ ( Moore 2009 ) From Moore ( 2009 ) , IBM construct civilization around their organisation and used satisfaction as their corporate nucleus value while most of organisations failed to turn to their demands in civilization while their concern traveling bigger. The strongest point of IBM is its ability to boom through planetary alteration and market convulsion as they really clear about their values as an ground tackle point.
As the decision, Culture is neglecting corporate civilizations straight contributed to more concern failures than at any clip in the yesteryear. ‘ ( Want 2003 ) Furthermore,
Awpagesociety n.d. , ‘Instructor ‘s Manual for HP-Compaq Merger Case Study ‘ , retrieved 5 January 2011, & lt ; hypertext transfer protocol: //www.awpagesociety.com/images/uploads/HP-Compaq-note.pdf & gt ;
Bramante, J, Frank, R & A ; Dolan, J 2009, ‘IBM – Delivering public presentation through uninterrupted transmutation ‘ , IBM Institute for Business Value, retrieved 7 January 2011, & lt ; file transfer protocol: //public.dhe.ibm.com/common/ssi/ecm/en/gbe03243usen/GBE03243USEN.PDF & gt ; .
Bijlsma-Frankema, K 2001, ‘On pull offing cultural integrating and cultural alteration processes in amalgamations and acquisitions ‘ , Journal of European Industrial Training, vol. 25, no. 2/3/4, pp.192-207, retrieved on 27 December 2010, Emerald Database.
Burgelman, RA & A ; Mckinney, W 2005, ‘Managing the Strategic Dynamics of Acquisition Integration: Lessons from HP and Compaq ‘ , Stanford GSB Research Paper No. 1907, retrieved on 29 December 2010, Social Science Research Network Database.
Chacko, GK 2005, ‘Creating New Corporate Memories to Reinvent IBM ‘ , Management Research News, vol. 28, no.8, pp.1-26, retrieved 3 January 2011, Emerald Database.
Cummingss, TG & A ; Worley, CG 2008, Organization development & A ; alteration, Cengage Learning, retrieved 23 December 2010, Google Books.
Davidson, A 2004, ‘Merging HP and Compaq ‘ , Strategy & A ; Leadership, vol.32, no.2, retrieved 24 December 2010, Emerald Database.
Dwivedi, RK 1995, Organizational Culture and Performance, M.D. Publications, retrieved 2 January 2011, Google Books.
Elgin, B 2005, ‘Can Anyone Save HP ‘ , Business Week, pp. 28-35, retrieved 19 December 2010, & lt ; hypertext transfer protocol: //www.businessweek.com/magazine/content/05_08/b3921001_mz001.htm & gt ; .
The Frocky Horror Show 1999, Television plan, ABC, Melbourne, 7 December.
Gitelson, G, Bing, J, Laroche, L, ‘CULTURE SHOCK. ( amalgamations and acquisitions ) ( Statistical Data Included ) ‘ , CMA Management, retrieved 2 January 2011, hypertext transfer protocol: //www.entrepreneur.com/tradejournals/article/71577304.htmlHYPERLINK “ hypertext transfer protocol: //www.entrepreneur.com/tradejournals/article/71577304.html hypertext transfer protocol: //www.entrepreneur.com/tradejournals/article/71577304.html ” HYPERLINK “ hypertext transfer protocol: //www.entrepreneur.com/tradejournals/article/71577304.html hypertext transfer protocol: //www.entrepreneur.com/tradejournals/article/71577304.html ” hypertext transfer protocol: //www.entrepreneur.com/tradejournals/article/71577304.html
Hoopes, CL n.d. , ‘The Hewlett-Packard and Compaq Merger: A Case Study in Business Communication ‘ , retrieved 3 January 2011, & lt ; hypertext transfer protocol: //www.awpagesociety.com/images/uploads/HP-Compaq-case.pdf & gt ;
Morgan, G 1998, Images of Organization, Berrett-Koehler Publishers, retrieved 15 December 2010, Google Books.
McGuire, JB 2003, ‘Leadership Schemes for Cultural Change: Developing Change Leadership as an Organizational Core Capability ‘ , The Center for Creative Leadership, retrieved 23 December 2010, & lt ; hypertext transfer protocol: //www.ccl.org/leadership/pdf/community/connectedleadership.pdf & gt ; .
Medina, E 2008, ‘Big Blue in the Bottomless Pit: The Early Old ages of IBM Chile, ‘ IEEE Annals of the History of Computing, vol. 30, no. 4, pp. 26-41, retrieved 3 January 2011, CS Digital Library Database.
Moore, AP 2009, ‘Organizational Behavior and Business Management- IBM ‘ , Business Innovation through Technology, retrieved 2 January 2011, & lt ; hypertext transfer protocol: //www.andrewpmoore.com/wp-content/uploads/2009/12/Organizational_Behavior_and_IBM.pdf & gt ; .
Nguyen, H & A ; Kleiner, BH ( 2003 ) , ‘The effectual direction of amalgamations ‘ , Leadership & A ; Organization Development Journal, vol. 24, no.8, pp.447- 454, Emerald Database.
Pimentel, B 2001, ‘HP moves to comfort civilization clang radioactive dust of Compaq amalgamation / Potential ‘Titanic ‘ jobs, insider says ‘ , Culture, retrieved 20 December 2010, & lt ; hypertext transfer protocol: //articles.sfgate.com/2001-12-01/business/17630630_1_hp-executive-david-w-packard-compaq-employee & gt ; .
Reger, SM, Bliss, B, Blomberg, J, Blum, S, Kreeger, L & A ; Pederson, K n.d. , Introduction-An Overview of Tangible Culture, retrieved 6 January 2011, & lt ; hypertext transfer protocol: //vig.pearsoned.co.uk/samplechapter/0131732943.pdf & gt ;
Simpson, C. ( 2000 ) , ‘Integration model: Supporting successful amalgamations, ‘Mergers and Acquisitions in Canada, vol. 12 no. 10, pp.3, retrieved 20 December 2010, & lt ; hypertext transfer protocol: //www.wbiconpro.com/Management/401- % 20Mohibullah.pdf & gt ;
Stachowicz-Stanusch, A 2009, ‘Culture Due Diligence based on HP/Compaq Merger instance survey ‘ , Journal of Intercultural Management, vol. 1, no. 1, pp. 64-81, retrieved 22 December 2010, & lt ; hypertext transfer protocol: //www.joim.pl/pdf/Stachowicz.pdf & gt ; .
Want, J 2003, ‘When worlds collide: civilization clang: Corporate civilization – lighting the black hole ‘ , Journal of Business Strategy, Vol. 24, no.4, pp.14-21, retrieved 21 December 2010, Emerald Database.
Table above is taken from Stachowicz-Stanusch ( 2009 )