Effendi, Santi (2009):
A high level of employees' organizational identification in early merger integration : its impact on leader behavior effectiveness : an empirical analysis on StatoilHydro merger
Norges Handelshøyskole
Please note: This page may contain data in Norwegian that is not translated to English.
Type of publication:
Hovud-/magister-/masteroppgåve
Link to publication:
Number of pages:
209
Language of publication:
Engelsk
Country of publication:
Norge
NSD-reference:
5358
This page was last updated:
31/7 2024
State units related to this publication:
Summary:
StatiolHydro’s internal survey result reveals that employees have already identified themselves
strongly with the firm in current merger integration phase. The purpose of the thesis is to learn how
such employees’ organizational identification as leadership context influences the effectiveness of
leader behavior at StatoilHydro. Although the analysis result shows that this particular leadership
context does not affect the effectiveness of leader behavior, the analysis also discovers that the total
contribution of leader behavior and this leadership context leads to a greater result than the result of
leader behavior contribution alone. This result highlights the significance of leadership context in
relation to StatoilHydro merger performance. If managed properly, the additive effect between
leadership context and leader behavior may contribute to the acceleration of synergy realization that
StatoilHydro aims to achieve.