The impact of a recent merger between two aerospace companies on the resulting organizational culture of the newly formed entity

The impact of mergers and acquisitions on organizational culture and productivity significantly shapes the future success of newly joined organizations. Statistics show that approximately 50% of all mergers and acquisitions fail to achieve intended results. Limited success is attributed to the lack of appreciation regarding the impact of organizational culture. This study provides an analysis of the impact of a merger between two aerospace companies on the resulting organizational culture in the new company. Research questions focused on aspects of the pre and post-merger cultures in both organizations and the resulting impact of the merger on the new culture. A qualitative case study was conducted using an ethnographic methodology. Study results indicate that the merger between Company "A" and Company "H" did indeed result in an impact on the organizational culture in the post-merger company. Significant impacts were identified in the areas of leadership, communication, organizational structure, decision-making, and communication.