MERGING CULTURES by Edgar H. Schein

“The often-seen resistance to changes in the new organization is almost always based on the fact that cultural issues have not been considered at all in making decisions about procedures. In one merger, it was found that a company paid very high salaries but aggressively resisted stock options and other forms of golden handcuffs because of a deep belief that one should neither provide promises of lifetime employment nor expect loyalty from employees. The other company had grown up with the belief that people needed to be developed as long-range resources and therefore had adopted a low-salary, high-stock-option and high-bonus system. There was no way to blend these two philosophies. One had to win out over the other.”

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MERGING CULTURES by Edgar H. Schein

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