Published: February 29, 2012 in Knowledge@Wharton
Culture and identity are two different things, notes Wharton management professor John Kimberly in a new paper Making 1+1=1: The Central Role of Identity in Merger Math. This overview from Knowledge@Wharton provides a comprehensive depiction of what happens when opposites merge. Anyone who recalls the investment firm Dean Witter will remember the fallout of its merger with Morgan Stanley. This is one of the featured organizations in Kimberly’s paper.
What do identity and culture mean for customer ecology and branded marketing relationships? The challenge of engaging employees where they are can be just as or even more difficult when the branding and community-building take place within the organization. More than a task, it’s an ongoing capital investment that begins with hiring and continues directly to buying.
As an example, your organizational culture has a quirk that some new employee just might not understand. Like a secret code, everyone shares it intuitively. If you don’t conform … this author is just saying. Share your “quirk” experience here.
Your thoughts and experience are welcome. Log on and comment, follow this discussion, and share with a friend.