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The impact of trust and confidentiality on strategic organisational change programmes: a case study of post-acquisition integration

The impact of trust and confidentiality on strategic organisational change programmes: a case study of post-acquisition integration
The impact of trust and confidentiality on strategic organisational change programmes: a case study of post-acquisition integration
This paper explores the dynamics of trust and confidentiality during post-merger and acquisition integration planning. The case of a four-year integration programme in a FTSE100 healthcare organisation provides the context; with a specific focus on the scenario planning phase where participants were bound by a confidentiality agreement.
Factors relating to trust and confidentiality are identified as being problematic within the project integration team. Conflicts were apparent in communication needs, enforced short project timescales and value incongruence. Recommendations are suggested to alleviate the tensions created by these factors.
1086-1718
63-75
Harwood, I.
8f945742-3e33-445e-9665-0f613f35fc5b
Ashleigh, M.
f2a64ca7-435b-4ad7-8db5-33b735766e46
Harwood, I.
8f945742-3e33-445e-9665-0f613f35fc5b
Ashleigh, M.
f2a64ca7-435b-4ad7-8db5-33b735766e46

Harwood, I. and Ashleigh, M. (2005) The impact of trust and confidentiality on strategic organisational change programmes: a case study of post-acquisition integration. Strategic Change, 14 (2), 63-75. (doi:10.1002/jsc.712).

Record type: Article

Abstract

This paper explores the dynamics of trust and confidentiality during post-merger and acquisition integration planning. The case of a four-year integration programme in a FTSE100 healthcare organisation provides the context; with a specific focus on the scenario planning phase where participants were bound by a confidentiality agreement.
Factors relating to trust and confidentiality are identified as being problematic within the project integration team. Conflicts were apparent in communication needs, enforced short project timescales and value incongruence. Recommendations are suggested to alleviate the tensions created by these factors.

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Published date: 2005

Identifiers

Local EPrints ID: 35789
URI: http://eprints.soton.ac.uk/id/eprint/35789
ISSN: 1086-1718
PURE UUID: 4601a758-3aab-48c0-99ea-e3ab145dfe8f
ORCID for I. Harwood: ORCID iD orcid.org/0000-0002-8647-2169
ORCID for M. Ashleigh: ORCID iD orcid.org/0000-0002-0583-0922

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Date deposited: 22 May 2006
Last modified: 24 Jul 2020 01:34

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Author: I. Harwood ORCID iD
Author: M. Ashleigh ORCID iD

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