Organizational Culture: Shared Values and Assumptions

Deculturation involves combining the cultures of the acquiring and acquired firms into a new composite culture.

Integration is a strategy that involves keeping the cultures of the merging firms separate and distinct.

Separation is a merger strategy that is best used when the merging firms have strong and overlapping cultural values.

Changing an organization's culture is a relatively simple and straightforward process.

Modeling the desired culture through the actions of leaders is a key strategy for changing an organization's culture.

Artifacts have no role in shaping an organization's culture.

Culturally-consistent rewards and recognition are not important for changing an organization's culture.

Workforce stability and communication are not important for changing an organization's culture.

Attraction, selection, and socialization are not important for ensuring cultural fit in an organization.

Deculturation is a merger strategy that involves preserving the best features of the acquired firm's culture.