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Some of the central problems that cause mergers to fail stem from poor attendance to large gaps between the norms and the values between the merging organizations. Hence, to create a successful merger, its planners must relate to the gap and to the level of correspondence between values, norms, and activities in all parts of the organizations. Ethics as a managerial tool therefore allows the organization to adjust its vision and to put forward a protocol to enable organizations that differ from each other to combine.

The problem: Most mergers fail because it is difficult to unify cultures, values, and work processes.

The solution: The development of a Code of Ethics as a managerial tool. The code acts as a protocol that sets fair “rules of play” for the merger process, allows the creation of an atmosphere of trust between members of different cultures, and reduces friction in changing work processes. In addition, employees who are not necessarily pleased with the idea of the merger will express less opposition to the process.

A successful merger requires the development of values and appropriate norms within the framework of a new vision. These will facilitate an improvement in the organization’s capabilities and in effective activity in accordance with its objectives.