금융기관 인수 합병후 조직 문화 및 통합 과정이 조직 유효성에 미치는 영향에 관한 연구

In this paper we analyzed the organizational culture and organizational efficiency of the employees engaged in the financial institutions which executed a M&A(merger and acquisition) to figure out the problems arising from the M&A of financial institutions. That is to say, we analyzed how the M&A of previous financial institutions affected the organizational culture and organizational efficiency, and upon such a base we attempted to suggest an effective method to minimize a side effect in M&A of financial institutions. As the result of the study, we recognized that the more they feel the level of their supporting culture high compared with the opposite company in time of M&A(before combination), the highly the employees sensed the cultural integration speed was fast. Therefore, after M&A we could prospect that the employees of the organization who sensed that the cultural level supported by their organization would be relatively low, would not be satisfied with their duty assigned in the organization and fail to feel a strong affection toward the organization, whereas they would have a relatively high intention to quit the organization. This is exactly accorded with the theory of the individual-organization accorded-value model(Chatman, 1989), which drew the results that the change of the organizational level, so-called the company M&A rising as an issue in overall enterprises including the financial industry would have a negative influence upon the organizational culture and organizational efficiency of the employees.