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Case
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Reference no. 402-023-1
Published by: IBS Center for Management Research
Published in: 2002
Length: 13 pages
Data source: Published sources

Abstract

The case discusses the organisational culture of Netscape, one of the leading web browser companies. The case discusses various aspects of the culture that contributed to the success of the company. In 1998, America Online (AOL) acquired Netscape Communications. The case examines the post-merger culture at Netscape and the impact of the new culture on Netscape employees. From the case, students are expected to understand the role of culture in the success of an organisation. They should also understand: (1) the organisational culture of a leading software company including its content strength and shared assumptions; (2) the role of culture in the success of a software company; (3) the possibility of culture incompatibility following acquisition of a company with a strong sense of identity; (4) the consequences of a conflict between two distinct cultures; and (5) the need to limit the negative impact of a merger or acquisition. The case is intended for MBA/PGDBM level students as a part of the human resource management/organisational behaviour curriculum.
Location:
Industry:
Size:
Medium
Other setting(s):
1995-2001

About

Abstract

The case discusses the organisational culture of Netscape, one of the leading web browser companies. The case discusses various aspects of the culture that contributed to the success of the company. In 1998, America Online (AOL) acquired Netscape Communications. The case examines the post-merger culture at Netscape and the impact of the new culture on Netscape employees. From the case, students are expected to understand the role of culture in the success of an organisation. They should also understand: (1) the organisational culture of a leading software company including its content strength and shared assumptions; (2) the role of culture in the success of a software company; (3) the possibility of culture incompatibility following acquisition of a company with a strong sense of identity; (4) the consequences of a conflict between two distinct cultures; and (5) the need to limit the negative impact of a merger or acquisition. The case is intended for MBA/PGDBM level students as a part of the human resource management/organisational behaviour curriculum.

Settings

Location:
Industry:
Size:
Medium
Other setting(s):
1995-2001

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