A centralidade da Cultura Organizacional num Processo de Fusão : o caso SUMOL+COMPAL como estudo exploratório
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Data
2014
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O conceito de cultura organizacional destacou-se nos anos 80 e 90 do século XX altura em que vários autores se debruçaram sobre o fenómeno e a sua importância para
o sucesso da organização. Existem diversas teorias sobre esta temática, proporcionando
várias abordagens, com potencialidades e limitações diferenciadas. Por outro lado, as
fusões e aquisições organizacionais são mecanismos muito presente nos nossos dias no mundo empresarial, e potenciam e racionalizam vários aspectos relacionados com o
contexto económico-financeiro de duas ou mais determinadas empresas.
A presente dissertação pretende analisar em que medidas o primeiro elemento –
cultura organizacional – é determinante para o sucesso da fusão entre duas empresas
(SUMOL e COMPAL). Para este fim, utilizou-se o método de investigação de estudo de caso, com métodos complementares de recolha de informação: uma entrevista aberta ao
Responsável pela Direcção de Comunicação, Pessoas e Responsabilidade Social e a revisão e
análise de artigos publicados em vários meios de comunicação social sobre a fusão em causa.
O conjunto destes dados foi posteriormente analisado e revisto de forma critica, visando a construção de um estudo de caso exploratório que nos permitisse extrair conclusões.
Conclui-se que a cultura organizacional teve forte ênfase no processo
comunicacional da fusão e foi incorporado pela organização dela resultante (com dois
aspectos negativos que importa sublinhar embora fora do âmbito do presente trabalho,
nomeadamente a dificuldade de articulação dos sistemas informáticos das duas empresas, bem como a pesada carga de despedimentos efectuados devido à fusão).
The concept of organizational culture gained predominance in the 1980s e 1990s, a time when various authors looked into the phenomenon and its importance to the success of an organization. There are various theories on this subject, allowing for various approaches, with differentiated potential and limitations. On the other hand, organizational mergers and acquisitions are a very present mechanism today in the business environment, and they foster and rationalize various aspects related with the economic-financial context of two or more specific companies. The present dissertation aims to analyze to what extent this first reality–organizational culture – is determinant to the success of the merger of two Portuguese companies (SUMOL and COMPAL). To this end, we used a case study research method, plus two complementary methods to collect information: an open interview to the person in charge of the Department of Communication, People and Social Responsibility, and the review and analysis of articles published in various mass media about the merger in question. The set of these data was later analyzed and reviewed critically aiming to put together an exploratory case study which would enable us to draw conclusions. We concluded that the organizational cultural was strongly emphasized in the communicational process of the merger, and was incorporated by the organization that emerged from it (with two negative aspects that should be highlighted though they fall outside the scope of the present project, namely the difficulty in articulating the information systems of both companies, as well as the heavy load of workers laid off a result of the merger).
The concept of organizational culture gained predominance in the 1980s e 1990s, a time when various authors looked into the phenomenon and its importance to the success of an organization. There are various theories on this subject, allowing for various approaches, with differentiated potential and limitations. On the other hand, organizational mergers and acquisitions are a very present mechanism today in the business environment, and they foster and rationalize various aspects related with the economic-financial context of two or more specific companies. The present dissertation aims to analyze to what extent this first reality–organizational culture – is determinant to the success of the merger of two Portuguese companies (SUMOL and COMPAL). To this end, we used a case study research method, plus two complementary methods to collect information: an open interview to the person in charge of the Department of Communication, People and Social Responsibility, and the review and analysis of articles published in various mass media about the merger in question. The set of these data was later analyzed and reviewed critically aiming to put together an exploratory case study which would enable us to draw conclusions. We concluded that the organizational cultural was strongly emphasized in the communicational process of the merger, and was incorporated by the organization that emerged from it (with two negative aspects that should be highlighted though they fall outside the scope of the present project, namely the difficulty in articulating the information systems of both companies, as well as the heavy load of workers laid off a result of the merger).
Descrição
Orientação : Jorge Correia Jesuíno
Palavras-chave
MESTRADO EM COMUNICAÇÃO NAS ORGANIZAÇÕES, COMUNICAÇÃO, COMMUNICATION, CULTURA ORGANIZACIONAL, ORGANIZATIONAL CULTURE, MUDANÇA ORGANIZACIONAL, ORGANIZATIONAL CHANGE, EMPRESAS PORTUGUESAS, PORTUGUESE COMPANIES, ESTUDOS DE CASO, CASE STUDIES, DESPEDIMENTO, DISMISSAL, COMUNICAÇÃO ORGANIZACIONAL, ORGANIZATIONAL COMMUNICATION