Abstract
This paper deals with characteristics, strategies and motives of individuals who survived a series of mergers or acquisitions. From fragments of the narratives we conclude that joint stories could emerge, which focus on (one of the) three strategies: (1) ‘Shape the change’ – individuals actively participate in the design of changes within the organization. (2) ‘Boundary spanning’ – individuals develop informal networks across the merging organizations. (3) ‘In the shadow of power’ strategy – individuals team up with power holders. The most important motives behind such strategies are: (1) The ‘Golden Cage’ – employees around 45 years of age enjoy relatively high income and job security. (2) Personal interests – as ‘drivers of change’ individuals create opportunities for themselves.
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