Book Reviews

Douglas G. Carrie

The Service Industries Journal, 1999, vol. 19, issue 1, 207-212

Abstract: As providers oJJitzarzcia1 services ubn to reduce costs ancl .scrtisJ\increasingly articulate customers, growth through acquisition or merger appears to provide them with the means to achieve these objectives. A signrJcant aspect of merger is the legacy of cultural integration and the literature is replete with examples of mergers where cultural matters have been poorly managed. This paper argues that merging institutions tnay find that by matching cultural developments to the dynamics o f the environment, significant competitive advantage can be gained. Far from creating dysfunctional turbulence, merger activity might instead provide the necessary trigger to stimulate cultural change. Financial service providers and other merging institutions are advised to extend their horizotzs beyond aclzieving, smooth integration to instilling (I culture more in tune with the dynamics o f the marketplace.

Date: 1999
References: Add references at CitEc
Citations:

Downloads: (external link)
http://hdl.handle.net/10.1080/02642069900000012 (text/html)
Access to full text is restricted to subscribers.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:taf:servic:v:19:y:1999:i:1:p:207-212

Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/FSIJ20

DOI: 10.1080/02642069900000012

Access Statistics for this article

The Service Industries Journal is currently edited by Eileen Bridges, Professor Domingo Ribeiro, Ronald Goldsmith, Barry Howcroft and Youjae Yi

More articles in The Service Industries Journal from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().