Culture pervasiveness and the difficulty of defining it is one of the reasons why it is attributed for many merger failures. The problem considered in this study was the unstable operating environment that existed following the acquisition of INTEC Engineering by Worley Parsons which was likely caused by differences in organizational cultures. WorleyParsons acquired SEA Engineering in 2007 and INTEC Engineering April 2008 and combined these organizations to form INTECSEA. The capabilities found in these organizations were needed for WorleyParsons ability to facilitate a comprehensive solution for their clients working in deep waters. However, one year on and INTEC's entire management team resigned and staff retention remains a major issue. To understand why this trend is occurring, this analysis will review and apply theory to the transition process to the case of INTECSEA and provide insights to the causes by identifying the effects.

Contents

Introduction

Problem Statement

2.1 Background 5...
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