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Att leda en fusion: en fallstudie om Orkla Foods Sweden
University of Borås, Faculty of Textiles, Engineering and Business.
University of Borås, Faculty of Textiles, Engineering and Business.
2015 (Swedish)Independent thesis Basic level (degree of Bachelor), 10 credits / 15 HE creditsStudent thesisAlternative title
Leading a merger : a case study of Orkla Foods Sweden (English)
Abstract [sv]

Det råder spridda tankar inom forskningen kring hur ledarskap påverkar förändringsprocesser.Dessa förändringsprocesser är vanligtvis till följd av att sammanslagningar sker för att skapasynergieffekter, uppnå affärsvärde eller växa på marknaden. Vi valde att undersöka fusionensom Orkla Foods Sweden gjorde under 2013-2014, vilket inkluderade tre stora företagProcordia, Abba Seafood och Frödinge. Fallet var intressant att forska kring, dels för att det ärden största sammanslagning inom “livsmedel Sverige” och för att de blev nominerade till“European exellence awards” för deras kommunikationsarbete i fusionen.Denna uppsats har fokuserat på ledarskap och hur det kan stödja de olika stegen i ensammanslagning. Genom att adoptera kvalitativa metoder, till exempel intervjuer, kundestudien fördjupa sig i hur ledare tänkte och gjorde i olika situationer. Slutsatserna indikerar attledarskapsstilar hade en stöttande funktion i de olika stegen av en fusion. I många fall kanstudien stärka tidigare teorier inom organisationsförändringar, samtidigt fanns det ett behovav anpassning för den valda situationen, vilket inte speglas i de teorier som tas upp i dennastudie.

Abstract [en]

Surprisingly, research within mergers and acquisitions is scarce, and even more so when itcomes the leadership in these transformational changes. In this case study, we examine theOrkla Foods Sweden merger, which was implemented in 2013 and 2014. Abba Seafoods andFrödinge Mejeri were merged with Procordia, which, in turn, became Orkla Foods Sweden.The merger was probably the largest in the Swedish food industry, at the time it wasimplemented. It received a nomination for the communication efforts. Communication wasinstrumental throughout the process, and the leaders were well trained and prepared beforeand during the phases. We have focused on leadership and how it supports the change.Furthermore we used qualitative methods such as semi-structured interviews. This thesis wasable to establish a connection between different stages of a merger and the leadership thatsupports it. Several leadership styles could be linked to pre and post merger phases. Lastly,this thesis found that a comprehensive communication plan and organizational structureultimately enabled the leaders to succeed with their mission and goals. In many cases thisstudy can agree with Kotter and other pioneers within change, but new discoveries should beresearched further.

Place, publisher, year, edition, pages
2015. , 44 p.
Keyword [en]
Leadership, change, merger, organization, organizational change
Keyword [sv]
Ledarskap, förändring, fusion, organisation, organisationsförändring
National Category
Business Administration
Identifiers
URN: urn:nbn:se:hb:diva-983OAI: oai:DiVA.org:hb-983DiVA: diva2:865936
Subject / course
Business Administration
Supervisors
Examiners
Available from: 2015-11-09 Created: 2015-10-29 Last updated: 2015-11-09Bibliographically approved

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VT2015KF30(2386 kB)300 downloads
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CiteExportLink to record
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Citation style
  • apa
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