Integration or disintegration? Human resource implications of a common corporate language decision in a cross-border merger

Abstract

Abstract The primary purpose of introducing a common corporate language in cross-border mergers is to integrate two previously separate organizations and facilitate communication. However, the present case study of a cross-border merger between two Nordic banks shows that the common corporate language decision may have disintegrating effects, particularly at organizational levels below top management. We identify such effects on performance appraisal, language training and management development, career paths, promotion and key personnel. Our findings show that top management needs to work through the consequences of the language decision upon those who are expected to make such a decision work. Keywords: Mergers and acquisitionspost-merger integrationlanguage Acknowledgement We would like to acknowledge Denice Welch's helpful comments on an earlier version of this paper.