An inductive descriptive phenomenological analysis of the impact of change management process on employee involvement and commitment in achieving organizational goal: A study of SABMiller PLC acquisition of Voltic Ghana Limited

This research conducted in 2016 prior SABMiller merged with Anheuser-Busch InBev (AB InBev), however, the findings may be useful for our modern industrial development. Post-merger Integration and for that matter change management is one of the most important aspects of merger and acquisition. However, the most vital element of change management, with respect to post-merger integration is the harmonious integration of corporate culture. Change is a major transition within organizational development, which cuts across all stages of development in organizational growth. Obvious indications exist that when trying to successfully consummate an organizational take over and the organizations involved in the merger and acquisition fail to integrate properly during the post-merger stage, a demerger results. The reasons for this difficulty in implementing successful change management during post-merger integration are due to intertwining factors, such as employee commitment and employee involvement that come to play during this stage. This phenomenology study highlights the difficulties that come with change management and the impact on commitment and involvement during the post-merger integration stage. Evidence how SABMiller Plc. integrated two different extreme cultures (formal structured corporate organization with well-established corporate governance and organization with no formal structure) are provided. This study provides ulternative solution to merger and acquisition success by introducing the M-Matrix.