Master thesis : "Implementation of new organizational structure strategic approaches to cope with the resistance to change; case study in the acquisition process."

Abstract

Executive summary Purpose – This thesis explores the sources of resistance to organizational change, the forms it can take as well the strategic approaches to cope with it in the of an acquisition. Design/methodology/approach – three case studies with recent acquisitions in Belgium. Face-to-face interviews were conducted. Findings – This thesis highlighted the importance of interpersonal relationships between the manager and the team and among the team itself to reduce the resistance to change in the context of an acquisition. Moreover the role of the seller to reduce the resistance to change in the specific context of an acquisition is also underlined in this thesis. Research limitations/implications – The access to the information complicated the research and limited the perspective to the buyer’s perspective. The findings are limited to the cases. Practical implications- The practical implication suggest how managers who acquire a business can overcome the resistance to change Managerial implications- The managerial implications can be found at the end of this thesis. Managers should build interpersonal relationships with the team and well as among the team to reduce the resistance to change. As well managers should involve the seller of the business to reduce the resistance to change and to smoothen the transition. Originality/value – The gap of resistance to change in the specific context of an SME business transfer. Keywords: Change management, strategy, resistance to change, overcoming resistance, business transfer, business acquisition. Paper type- Master thesis