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

Abstract

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 organization 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. Copyright © 2005 John Wiley & Sons, Ltd.