Employees’ attitude toward organizational culture in relation to the national culture and the culture of the parent company

This diploma thesis examines the organizational culture change during an acquisition within a specific company. The main aim of the thesis is to analyze the attitude of the Czech subsidiary’s employees toward the organizational culture change, and Czech and French culture. The research focuses on obtaining the Czech executives’ perception of the various aspects of the organizational culture, and the acquisition process. Therefore, a qualitative research approach was used. This thesis is based on primary data acquired from in-depth interviews. The data was analyzed by using the grounded theory method. This thesis points out the organizational culture complexities and importance, especially during the major organizational changes. The research results provide the company with insight on what to expect from employees in the following organizational changes. The results show how exhausting and emotionally intense the acquisition process was. Furthermore, the research findings imply a significant cultural difference between the Czechs and the French in the perception of time, way of organizing and planning, and the attitude towards other people. The author concludes that many difficulties caused by the contrast of the cultures could have been anticipated and mitigated by managerial preparation. Thesis concludes with recommendations on how to influence culture and how to proceed with the creation of a new organizational culture. The results of the work serve the practical needs of the examined organization.