 Mergers, De-mergers and Strategic AlliancesNicholas Ind Chapter 8 in The Corporate Brand, 1997, pp 119-133 from Palgrave Macmillan Abstract: Abstract In most coherent organisations, there is some sense of identity and strategic direction. People may not be able to articulate it and it may be blurred by a business unit identity, but there is normally some glue that holds everyone together in the pursuit of a common purpose. In quite large organisations there is normally an accepted way of doing things: a set of cultural precedents that people can draw on. All of this, however, can become unravelled when the status of a company changes. When an organisation merges, de-merges or allies itself with another, questions about what the corporate brand means for both internal and external audiences start to be asked. There is uncertainty and fear and a lack of understanding as to what the new relationship with the organisation will be. Its values and purpose may change — factors that perhaps had determined the reason for the relationship in the first place. Its strategy may alter and change the business rationale for being a stakeholder. At worst, the company may cease to be a friend and become an enemy. Keywords: Joint Venture; Strategic Alliance; Strategic Direction; Alliance Partner; Corporate Brand (search for similar items in EconPapers) There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it. Related works: Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-37588-8_8 Ordering information: This item can be ordered from Access Statistics for this chapter More chapters in Palgrave Macmillan Books from Palgrave Macmillan |
Is your work missing from RePEc? Here is how to contribute.
Questions or problems? Check the EconPapers FAQ or send mail to .
EconPapers is hosted by the
School of Business at Örebro University.