Affiliations: Cross-Cultural Organisations Inc. E-mail:
Abstract: In this paper three type of identity processes are discussed:
reconstruction of professional identities in relation to the creation of
business division management, identity construction in relation to different
definitions of 'customer focus' in the interaction with students (InHolland
case) and patients (UMCU case), and reconstruction of managerial identities in
relation to merger motives (status and power issues in the InHolland case). It
is argued that dilemmas stemming from these identity processes, such as
professional autonomy versus transparent rules and teaching as a 'calling'
versus performance orientation need to be addressed in order to make mergers
successful. Blurring the distinction between managers and professionals by
'hybrid managers' is no guarantee for a solution, because these hybrid managers
may end up in a difficult position if they do not get the proper support, as
shown by the UMCU case.
Keywords: Merger, acquisition, identity, inclusion, health care, higher education