Case Study: Culture Clash in Lehman Acquisitions - Management Assignment Help

Assignment Task:

Task:

Questions
Read the following case study and answer the questions that relate to the organisation’s cumulative resources and the congruence model

Case study: Culture clash in Lehman acquisitions
Before its disastrous collapse during the 2007 subprime mortgage crisis, Lehman Brothers was one of the biggest financial services organisations in the world (Lioudis, 2019). The organisation, which survived the Great Depression, was unable to weather the storm of the mortgage crisis and was acquired by Barclays after filing for bankruptcy in 2008 (Teather, Clark & Treanor, 2008).

It is largely understood that a successful merger can be measured, to some extent, by the extent of workforce integration between organisations (Cancialosi, 2017). This integration turned out to be a challenge for Bob Diamond, the president of Barclays Capital, in 2008. Barclays Capital is the investment banking division of the UK commercial bank Barclays Bank PLC. In 2007, it closed only four merger and acquisition (M&A) deals in the US (Barclays, 2007). In contrast, the Lehman Brothers US M&A group was ranked 7 th , with 225 closed deals (Mergermarket, 2008).
After Lehman’s collapse, Barclays Capital acquired the core of Lehman’s US division, but it was unable to retain valuable Lehman employees because of culture clashes between the two organisations. Soon after, competitors such as Deutsche Bank and Nomura, which outbid Barclays Capital for Lehman's European investment banking business, executed aggressive campaigns to hire ex-Lehman Brother employees (Ahuja, 2008).

Question 1
Considering human resources as a cumulative resource, compare the elements of the congruence model for Lehman Brothers versus Barclays Capital. Do you foresee any clash in their congruence models that would affect the successful deployment of the new capabilities targeted by Barclays Capital in their acquisition? (Max. 400 words) Start writing here:

Question 2
In Module 3, you explored the case of E Ink that monetised its paper-like technology by selling technology licenses to eBook manufacturers. In contrast, Plastic Logic, a spinoff from Cambridge University, created an alternative paper-like technology and intended to commercialise it via the direct manufacture of an e-book tentatively called the QUE reader (Ganapati, 2010). Use the Entrepreneurial Strategy Map and who/what/how framework to discuss the difference between
these two business models. (Max. 400 words) Start writing here:

4. Questions
This activity submission includes two questions, and each based on a case study. Question 1 requires you to evaluate a changing competitive position, while Question 2 asks you to suggest how a Blue Ocean innovation can be used.

This Management Assignment has been solved by our Management Experts at onlineassignmentbank. Our Assignment Writing Experts are efficient to provide a fresh solution to this question. We are serving more than 10000+Students in Australia, UK & US by helping them to score HD in their academics. Our Experts are well trained to follow all marking rubrics & referencing style.

Be it a used or new solution, the quality of the work submitted by our assignment Experts remains unhampered. You may continue to expect the same or even better quality with the used and new assignment solution files respectively. There’s one thing to be noticed that you could choose one between the two and acquire an HD either way. You could choose a new assignment solution file to get yourself an exclusive, plagiarism (with free Turnitin file), expert quality assignment or order an old solution file that was considered worthy of the highest distinction.