Abstract
Organizational mergers have poor track records for success. Success usually refers to financial success, and little or no evaluation is planned to determine whether the merged partners have a good cultural fit. Therefore, the social and psychological costs of mergers and acquisitions are high. One factor that is part of every merger and acquisition is politics. Politics is both a positive and a negative force in organizational life. This article discusses the ways politics affects the process and outcome of a merger, using the reorganization of the campuses of a large university as an example, and presents lessons learned from managing around the politics of this merger.
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