A middle manager's dilemma in mergers: a multiple case study

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Problem\\ Existing theories regarding mergers and acquisitions mainly focus on either strategic issues that the top management has to deal with or how the employees in an organization deal with the uncertain environment when a change get implemented. The majority of theories do not even mention one of the key actors during a merge; the middle manager. Purpose\\ The purpose of this paper is to seek an understanding for a middle manager’s dilemma in mergers within organizations and why this dilemma occurs. Theory\\ The theories that are used in this paper are within the areas organizational change and management. The choices of theories have both been based on the empirical findings, but also a pre-understanding the author gained in the classes the covered those areas. Method\\ In this study a qualitative multiple case study have been used in which I have conducted 12 interviews within three different companies. The empirical findings have been described on the basis of respectively case, while the analysis have been structured around the most apparent complications that the middle mangers have faced in their situation. Conclusion\\ The conclusion of this thesis reveals the complications a middle managers faces in an organizational change. Middle managers need to support the employees in their handling of uncertainty, provide information and struggle with changin...