Business Administration, Management, and Operations Commons^™

Organizational Cultural Entrenchment: Exploring Cultural Antecedents Of Actively Destructive Employee Behaviors As A Manifestation Of Voice In Mergers And Acquisitions, Keith Dellano Holloway

Theses and Dissertations

Mergers and acquisitions are frequently leveraged as a vehicle for company growth. However, many of these transactions fail to yield a positive result and often cause a net loss of shareholder value.

There are many interrelated factors at work within a merger or acquisition. Structure, leadership, finances, strategic fit, market, and price are just a few variables to consider. However, the factor of culture, and the failure of cultural integration, has surfaced in literature as a significant contributor to losses within mergers and acquisitions.

This study built on the work of Harris, Hirschman, Kotter, and Schlesinger and examined the deleterious …

Organizational Dissonance In The Context Of Organizational Decline And Turnaround Of A Security Printer: A Quantitative Case Study, Tina Marie Ramirez-Dominguez

Theses and Dissertations

The purpose of this non-experimental, quantitative study was to examine organizational identity dissonance experienced by an organization's social actors in the context of organizational decline and turnaround utilizing factor structures from five years of pre-existing, employee surveys to determine whether differences in factor scores occurred over the 5-year time frame. Organizational identity dissonance is the psychological stress or discomfort experienced by an organization's social actors from holding two or more contradictory attitudes, beliefs, or behaviors (McLead, 2008) in relation to the organization's identity. A social actor is an individual participating in a communal environment (Whetten & Mackey, 2002). A communal …

Developing Ei: Leadership Journeys In Emotional Intelligence, Erin Bric

Theses and Dissertations

Emotional intelligence (EI) has been deemed a critical competency for leaders in today's world. However, there is little information to help OD practitioners, leaders, and organizations understand how leaders can develop these skills in ways that meaningfully and positively impact their teams and organizations. This study examined the journeys of senior leaders as they developed their emotional intelligence. The study addressed two research questions: how leaders perceive they have developed their emotional intelligence throughout their lifetimes and how leaders are continuing to develop their emotional intelligence in their lives and careers. Key themes emerged out of leader interviews and were …