기업의 핵심 가치 내재화와 리더십: 인수 후 통합 사례 연구

초록

The present study explores an underexplored case where leaders from acquired firms can play a pivotal role for the success of post-merger integration. With the recent case of Korean branch of one NYSE-listed life science technology company (acquiring firm) that had acquired four different target firms (acquired firms), we investigate whether acquired leaders who deeply internalize an acquirer’s core ethical value would exercise high quality ethical leadership. Based on grounded theory, we designed a sample-specific way of measuring of acquired leaders’ degree of value internalization and their ethical leadership quality. Using a mixed method (both qualitative and quantitative), we developed the hypotheses and found that acquired leaders who take an acquirer’s core ethical value seriously at their hearts (i.e., high internalization) are more likely to show strong ethical leadership than leaders who treat it just at their heads (i.e., low internalization), and value internalization interacts with their personal moral development to affect ethical leadership. The present study implies that a part of success of post-merger integration may depend upon how much acquired leaders put an acquiring company’s core values truly in their deep minds.

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