Table 3 Salient identities,... | Emerald Publishing

Table 3

Salient identities, interpretations and reactions

	Representative Quotes	Reactions
	Representative Quotes	Emotional	Behavioral
National	“Of course, when you're the target company that is taken over the ConsuCoers as they call them, they are completely consumed by the ConsuCo process and the ConsuCo principles and values and so on. But FamCo people are a bit more cynical, what is the word, yeah, a bit cynical to that. They see it culturally American language, the American speak does not particularly resonate with Asians or Europeans and they do not really believe that some of the nonsense, to be honest, that is spoken. Some left, some want to stay and grow with the organization or with the wider organization but I think some do not. Not because they are not ambitious, but they are not into the culture. They do not see the culture as something that they individually like and they just … some of them just leaveand it's a shame because they are good people” (FamCo M7)	Cynical Hope	Turnover Engagement/Continuity
Company	“When I arrived the motto was, yeah leverage the tacit knowledge with blabla but still at the end of the end of the day when you go to an important meeting, they ask you for data.We did a lot of fundamental understanding on how the professional industry works we have done some studies […] If you say this to FamCo people they will say “yeah yeah, ok, thank you. Thank you, I knew this, I did not need the data.” So, people may get a little bit frustrated.” (ConsuCo M9)	Frustration Feeling not valued	Passive resistance
Industry (Retail vs professional)	“There were also excuses that they did not understand the language, that they did not understand the content from a language point of view but as well from a technical point of view [ …] I was experiencing was that people were getting aggressive. Aggressive also toward me.[remembering a specific instance]; this person, for example, after the meeting pulls me out and was telling me, - “I do not want you to talk like that to me. I know what I have to do and I do not need you to tell me in front of people what I have to do. I am not stupid, I am not a little child’” (ConsuCo M7) “People were like ‘Come on he is coming from [ConsuCo brand]. Oh my God, he said this this and this. He has no clue’.” (FamCo M8)	Upset	Aggressiveness Degrading the other
HQ-Subsidiary	“I brought someone in [to ConsuCo headquarter from FamCo subsidiary] who had reputation to be one of the best [marketing] managers in the market from FamCo who was [XYZ]. I've heard tons of great things about him. Brought him into [ConsuCo headquarters] and after probably eight months, we sent him back home. He had *massive issues adaptingto this very unpragmatic way of developing innovation etc. with a lack of understanding around him also the strong sense of ‘we know it better’ around him from ConsuCo heritage people who said ‘no you need to go through the [ConsuCo] process, you need to do this and that, you need to prove that … ’ he said “That's bullshit. We know all that. We've done it for twenty years. We can spend another three months of work, me and my team, with the same results so why do not we just do it”. So, he was basically getting frustrated in the ConsuCo environment* in [ConsuCo headquarter] and [ConsuCo headquarter] people saying “He does not get it. That's just the way we work”. So, two different worlds not clicking, not connecting. You know these spread as well “if you go to [ConsuCo headquarter] watch out. Do you know who has been killed there?” There was two or three before I came that had been there who were not successful, so no one from FamCo going in [ConsuCo headquarter], making it except for very very few that then I think had the reputation to have been brainwashed and not the same people than before, losing all their good things from FamCo they had before.”	Frustration	Conflict Resistance Avoidance Intra-group conflict

	Representative Quotes	Reactions
	Representative Quotes	Emotional	Behavioral
National	“Of course, when you're the target company that is taken over the ConsuCoers as they call them, they are completely consumed by the ConsuCo process and the ConsuCo principles and values and so on. But FamCo people are a bit more cynical, what is the word, yeah, a bit cynical to that. They see it culturally American language, the American speak does not particularly resonate with Asians or Europeans and they do not really believe that some of the nonsense, to be honest, that is spoken. Some left, some want to stay and grow with the organization or with the wider organization but I think some do not. Not because they are not ambitious, but they are not into the culture. They do not see the culture as something that they individually like and they just … some of them just leaveand it's a shame because they are good people” (FamCo M7)	CynicalHope	TurnoverEngagement/Continuity
Company	“When I arrived the motto was, yeah leverage the tacit knowledge with blabla but still at the end of the end of the day when you go to an important meeting, they ask you for data.We did a lot of fundamental understanding on how the professional industry works we have done some studies […] If you say this to FamCo people they will say “yeah yeah, ok, thank you. Thank you, I knew this, I did not need the data.” So, people may get a little bit frustrated.” (ConsuCo M9)	FrustrationFeeling not valued	Passive resistance
Industry (Retail vs professional)	“There were also excuses that they did not understand the language, that they did not understand the content from a language point of view but as well from a technical point of view [ …] I was experiencing was that people were getting aggressive. Aggressive also toward me.[remembering a specific instance]; this person, for example, after the meeting pulls me out and was telling me, - “I do not want you to talk like that to me. I know what I have to do and I do not need you to tell me in front of people what I have to do. I am not stupid, I am not a little child’” (ConsuCo M7)“People were like ‘Come on he is coming from [ConsuCo brand]. Oh my God, he said this this and this. He has no clue’.” (FamCo M8)	Upset	AggressivenessDegrading the other
HQ-Subsidiary	“I brought someone in [to ConsuCo headquarter from FamCo subsidiary] who had reputation to be one of the best [marketing] managers in the market from FamCo who was [XYZ]. I've heard tons of great things about him. Brought him into [ConsuCo headquarters] and after probably eight months, we sent him back home. He had massive issues adaptingto this very unpragmatic way of developing innovation etc. with a lack of understanding around him also the strong sense of ‘we know it better’ around him from ConsuCo heritage people who said ‘no you need to go through the [ConsuCo] process, you need to do this and that, you need to prove that … ’ he said “That's bullshit. We know all that. We've done it for twenty years. We can spend another three months of work, me and my team, with the same results so why do not we just do it”. So, he was basically getting frustrated in the ConsuCo environment in [ConsuCo headquarter] and [ConsuCo headquarter] people saying “He does not get it. That's just the way we work”. So, two different worlds not clicking, not connecting. You know these spread as well “if you go to [ConsuCo headquarter] watch out. Do you know who has been killed there?” There was two or three before I came that had been there who were not successful, so no one from FamCo going in [ConsuCo headquarter], making it except for very very few that then I think had the reputation to have been brainwashed and not the same people than before, losing all their good things from FamCo they had before.”	Frustration	ConflictResistanceAvoidanceIntra-group conflict