Cultural Identity Tensions in a Post-Acquisition Bank

Purpose of Study

• To examine the cultural identity tensions that develop from acquired bank employees

• To assess identity tensions in a post-acquisition bank

Implications

• A large amount of bank employees are (or will be) involved in a PAO – Work conflict– Stress

• Add to the body of literature– Tabu– Limited information has been compiled

Theoretical Framework

• Organizational identification theory

• Benefits to Banks/Employees– Reduce turnover– Reduce tensions and stress– Increase customer satisfaction– Increase Revenue– Buy more banks

Research Questions

• RQ1: What identity tensions are felt by former CNB (acquired) bank employees?

• RQ2: To what extent do identity tensions impact the PAO?

• RQ3: What strategies could the PAO utilize to increase identification with the acquired organization?

Participants

• Recruit – Target 25 employees– Former CNB branches (4)

• Exclusions– No family members in PAO– No past employment with remaining bank

Sampling Procedures

• Visit former CNB branches

• Get permission/buy-in from acquiring bank– Conduct onsite interviews– Phone – Online – Mailer

Limitations

• Resistance from acquiring bank • Employees could be hesitant to participate• Not enough time has elapsed since acquisition• Some employees are resistant to change

Practical Applications

• Organizations– banks, FDIC, ABA

• Publications– American Banker, US Banker, state banking

publications

• Applications– education, training, benefits to banks and

employees

Questions

• Websites: – mybanktracker.com– FDIC.gov