INTERNALIZATION STRATEGIES OF COMPANY CULTURE: A CASE OF EX-EMPLOYEES OF CHEVRON PACIFIC INDONESIA TRANSITIONING TO PERTAMINA WK ROKAN

• Main Author: Abdul Hakim, Hafiz
• Format: Theses
• Language: Indonesia
• Subjects: Manajemen umum
• Online Access: https://digilib.itb.ac.id/gdl/view/81915
• Institution: Institut Teknologi Bandung

In today's business world, organizational changes are frequent and are often motivated by variables like as mergers, acquisitions, and strategic realignments. These transitions sometimes include substantial alterations in the company's culture, which can pose obstacles and offer possibilities for employees, especially those who are moving across businesses. This study examines the methods used by Pertamina WK Rokan in order to assimilate the former workers of Chevron Pacific Indonesia and to adopt the business culture of PERTAMINA WK Rokan which is AKHLAK as they transition between the two companies and post-transition. It sheds light on the challenges and intricacies involved in assimilating to a new work culture during and after change in management. Cultural integration plays a crucial role in organizational changes, impacting employee morale, productivity, and ultimately, the effectiveness of the business. When employees switch from one organization to another, they carry their values, beliefs, and work habits with them. These may or may not match the existing culture of the new firm. Gaining insight into how individuals embrace the process of transitioning between cultures is crucial for promoting effective integration and cultivating a harmonious work environment. This study utilizes a theoretical framework to examine the intricacies of cultural integration. The framework integrates the principles from change management, AKHLAK culture, the Kübler-Ross model, and DMIS, offering a comprehensive perspective to analyze the techniques used by employees throughout transitions. This study aims to clarify the nature of cultural transition and its impact on organizational transformation by including many views. In addition, this study also employs a qualitative inquiry technique, including interviews and participant observations to record the firsthand perspectives of former employees as they transfer between Chevron Pacific Indonesia and Pertamina WK Rokan. Qualitative research provides a comprehensive and detailed comprehension of individuals' experiences, enabling the examination of intricate phenomena like cultural assimilation. This study seeks to reveal the tactics, obstacles, and facilitators of cultural assimilation through thorough interviews and participant observations. Initial investigation indicates that employees in the process of migrating utilize a range of coping strategies to handle cultural change. The absorption process involves several processes, namely cognitive restructuring, emotional acceptance, and behavioral adaptation, each serving a unique function. Cognitive restructuring entails the process of reevaluating and reshaping one's views and beliefs regarding the new corporate culture. This enables individuals to resolve conflicts and discover shared perspectives. Emotional acceptance involves recognizing and dealing with the emotional components of cultural transformation, such as feelings of uncertainty, nostalgia, and exhilaration. Behavioral adaptation refers to the process of adjusting one's actions and conduct to conform to the established standards and anticipated behaviors of a different corporate culture. This adaptation helps to promote social assimilation and approval. Furthermore, this study highlights crucial factors that either aid or hinder the process of assimilation. Leadership support is crucial in facilitating workers' transitions, since supportive leaders may offer direction, mentorship, and resources. Efficient communication is also essential, allowing firms to properly express their beliefs, objectives, and expectations. On the other hand, obstacles like as reluctance to change, conflicts across cultures, and uncertainty about job responsibilities are major factors that impede the effective blending of different cultures. These barriers make it difficult for employees to adjust and succeed in the new organizational environment. This study's findings may enhance the current body of knowledge on corporate culture and change management by providing valuable insights into the intricate dynamics of cultural transformation. This research offers practical implications for firms undertaking comparable transitions by analyzing the experiences of transferring personnel. Implementing strategies such as mentorship programs, cross-cultural understanding promotion, and open communication can assist organizations in managing the difficulties related to cultural change and cultivating a more inclusive and adaptable organizational culture. Ultimately, in the face of intricate organizational changes, it is crucial for firms to fully comprehend the complexities of cultural internalization. Organizations may build measures to enable effective integration and foster a cohesive and resilient workforce by acknowledging the difficulties and advantages that come with cultural shift. This research provides a clear guide for businesses that are starting cultural transitions, delivering vital knowledge on the techniques, difficulties, and factors that help with cultural assimilation.