Master's Thesis: Organizational Behavior Changes in O&G Mergers

This master's thesis investigates organizational behavior changes during mergers and acquisitions (M&A) within the oil and gas (O&G) industry, using the Schlumberger and Cameroon merger as a case study. The research explores the factors leading to organizational changes, including system dynamics, structure-focused changes, and person-focused changes, as well as the impact of mergers on employees, management, and company profitability. The study also examines strategies for mitigating negative impacts, such as understanding cultural differences, employee involvement, and clear communication. The methodology includes literature review, interviews, and surveys, with data analysis employing statistical methods. The findings are discussed in relation to existing literature, highlighting implications and limitations of the research. The thesis aims to provide valuable insights into managing organizational behavior during M&A in the O&G sector, contributing to the understanding of employee behavior and organizational performance during periods of significant change. The study's significance lies in addressing the limited research on the impact of M&A on the O&G industry specifically.

Running head: ORGANIZATIONAL BEHAVIOR CHANGES
Organizational Behavior Changes
2-9-2020

ORGANIZATIONAL BEHAVIOR CHANGES 1
Table of Contents
Abstract......................................................................................................................................3
Introduction................................................................................................................................4
Research Title.........................................................................................................................4
Research Background.............................................................................................................4
Research Aim and Objective..................................................................................................5
Research Question..................................................................................................................5
Research Significance............................................................................................................6
Research Outline....................................................................................................................6
Introduction.........................................................................................................................6
Literature Review...............................................................................................................6
Research Methodology.......................................................................................................6
Analysis and Findings.........................................................................................................7
Discussion...........................................................................................................................7
Literature Review.......................................................................................................................7
Introduction............................................................................................................................7
Factors that lead to organizational change in the O&G Industry during M&A.....................7
Impact of Acquisition on Employees and Management of the Organization........................9
Psychological impact..........................................................................................................9
Cultural and Social Impact...............................................................................................10
Profession and Corporate Impact......................................................................................10
Impact on Job Satisfaction................................................................................................10
Impact of Organizational Behavioral Change on the Profit Margin and Revenue of the
Organization.........................................................................................................................11
Strategies for dealing with the negative impact of organizational change by Schlumberger
organization..........................................................................................................................13
Integrating Plan.................................................................................................................13
Clear Vision......................................................................................................................13
Understanding the difference in the culture......................................................................13
Involvement of Employees...............................................................................................14
Customer focus.................................................................................................................14
HR Restructuring..............................................................................................................14
Summary...............................................................................................................................15
Research Methodology.............................................................................................................16
Introduction..........................................................................................................................16

ORGANIZATIONAL BEHAVIOR CHANGES 2
Research Philosophy............................................................................................................16
Research Approach...............................................................................................................17
Research Design...................................................................................................................17
Research Purpose..................................................................................................................18
Research Strategy.................................................................................................................19
Data Collection Method.......................................................................................................19
Sampling...............................................................................................................................20
Data Analysis........................................................................................................................20
Ethical Consideration...........................................................................................................21
Summary...............................................................................................................................21
Interviews and Survey Analysis...............................................................................................21
Analysis of Interview...........................................................................................................21
Analysis of Survey...............................................................................................................23
Synthesis...............................................................................................................................33
Discussion.............................................................................................................................36
References................................................................................................................................39
Appendix..................................................................................................................................45
Interview Questions..............................................................................................................45
Survey through Questionnaire..............................................................................................45

ORGANIZATIONAL BEHAVIOR CHANGES 3
Abstract
The intent of this research is to present a paper on the topic “Organizational Behavior
changes during a merger and acquisition process in Oil and Gas Industry - Case Study of
Schlumberger and Cameroon merger). The study is comprised of the detailed analysis of the
Schlumberger and Cameroon merger in order to identify different factors and changes taken
place in the companies during merger and acquisition. The literature review section has
revealed that organizational structure and culture are the key factors that lead to
organizational change during M&A. Besides this, it also has been identified that mergers and
acquisitions have a social and corporate impact on the employees and the management of the
company, which eventually impacts their performance and the productivity of the company.
But, in order to deal with this, there are some strategies that can be used by Schlumberger to
overcome the negative impact of merger and acquisition that are understanding the cultural
difference, involvement of employees, and presenting clear vision. The methods and
techniques that are used for identifying the presented data are literature review, interview,
and survey through the questionnaire. Besides this, for the data analysis, the use of the
statistical analysis method has been taken into consideration.

ORGANIZATIONAL BEHAVIOR CHANGES 4
Introduction
Research Title
Organizational Behavior changes during a merger and acquisition process in Oil and Gas
Industry- Case Study of Schlumberger and Cameroon merger)
Research Background
The industry of oil and gas is comprised of global procedures of extraction, examination,
filtering, transportation, and marketing of petroleum products. The products with huge
volumes are fuel oil and gasoline. The high percentage of oil products are used for the energy
consumption across the world, ranging from the low of around 32% for Asia and Europe to
high of around 53% for the Middle East (Beyazay 2015). With technological development,
business organization management is adopting effective strategies for increasing their
revenue with the use of improved customer base and brand equity. Acquisition and Merger
are considered to be the popular strategies that are today being used by an increased number
of businesses including the industry of oil and gas. The acquisition can be determined as the
procedure in which a small business is acquired by the large one. Whereas, in the mergers,
two or more businesses get involved in the discussion that ultimately results in the transaction
(Phillips and Zhdanov 2013). One of the examples of acquisition has taken place in the year
2015, between Schlumberger limited company and Cameron International Corporation.
Schlumberger limited company is one of the oil service companies operating at the
international level acquired Cameron International corporation in order to gain new
opportunities for growth by establishing first drilling and production systems in the oil and
gas industry at the global level. According to Ameen, AlMulla, Maram, and Al-Shibami
(2018), the acquisition and merger lead to the organizational changes which levy a direct
influence on the employee’s organizational behavior. All the organizations are comprised of
the systems that regularly get involve in exchanging of the ideas with each other, factors like

ORGANIZATIONAL BEHAVIOR CHANGES 5
internal politics, accounting systems, technology, and IT system holds the potential to
influence the alignment and relationships and thus ask for the alterations linked with the
business units along with employees of that unit (Kansal and Chandani 2014). Another
change in the organization that takes place at the time of merger and acquisition is comprised
of downsizing and decentralizing for decreasing the cost and augmenting efficiency and
productivity. In a maximum of the cases, the major challenge of the organizational behavioral
change that is experienced by the business is resistance to problems (Kotter 2012). In
addition to this, the absence of proper communication between the employees and
management leads to a lack of understanding of the change which leads to frustration and
confusion. If these issues are not identified and eliminated immediately then they lead to the
acquisition’s failure along with decreasing the profit margin of the business.
Research Aim and Objective
The research aim is to analyze the organizational behavior changes that take place at the time
of the merger and acquisition process in the industry of Oil and Gas. The research objectives
are discussed below:
 To identify the key factors that lead to organizational change during a merger and
acquisition process in the Oil and Gas Industry.
 To understand the impact of the acquisition on the employees and management of the
organization.
 To analyze the impact of organizational behavior, change on the profit margin and
revenue of the organization.
 To evaluate strategies for dealing with the adverse impact of organizational change by
the Schlumberger organization.

ORGANIZATIONAL BEHAVIOR CHANGES 6
Research Question
What are the key factors that lead to organizational change during a merger and acquisition
process in the Oil and Gas Industry?
What is the impact of Acquisition on the employees and management of the organization?
How organizational behavioral change is impacting the profit margin and revenue of the
organization?
What are the strategies for dealing with the negative impact of organizational change by the
Schlumberger organization?
Research Significance
Considering the previous research conducted on the impact of organizational changes on the
organization because of acquisitions and mergers, it has been identified that there is very
limited research conducted on identifying the impact of the same on the industry of Oil and
Gas. Hence, this study is focusing on the impact of merger and acquisition on the
organizational behavior by specifically considering the case of acquisition of Cameron by
Schlumberger.
Research Outline
Introduction
The introduction chapter provides a background of the entire study along with its aim and
questions. The introduction section is considered to be very important because it helps the
reader in understanding in brief about the entire study.
Literature Review
A literature review is the important part of the dissertation as it is comprised of the selection
of literature that is written by different authors in the journals, books, and websites about the
research topic (Hart 2018).

ORGANIZATIONAL BEHAVIOR CHANGES 7
Research Methodology
It is the third chapter of the dissertation which provides an overview of the methods and
approaches that are used to gather the data and analyze it. Along with this, this section of the
study provides details in relation to the research participants (Jonker and Pennink 2010).
Analysis and Findings
This section of the dissertation presents the analysis of the collected data with the use of
surveys and interviews.
Discussion
In this section of the study, the results of the analysis are compared with the literature review.
In addition to this, it is also presenting the implications for the research and in the end,
formulate the limitations related to the work (Mohajan 2018).
Literature Review
Introduction
A literature review is a kind of performing a review of the article. It is a scholarly paper that
is comprised of data related to a topic. The data in this section is extracted from secondary
sources like books, journals, websites, etc. (Ridley 2012). In this study, the literature review
section is providing secondary data from the above-mentioned sources on the topic
“Organizational Behavior changes during M&A process in Oil and Gas Industry- Case Study
of Schlumberger and Cameroon merger).
In a merger, to or more than two businesses get involved in some type of negotiation which
eventually results in the transaction. The acquisition also takes place between two or more
businesses but in this, the larger organization swallows the smaller one. Hence, mergers and
acquisitions are the procedure of assimilating two or more businesses with dissimilar forces,
cultures, and values into one unified unit (Rebner and Yeganeh 2019).

ORGANIZATIONAL BEHAVIOR CHANGES 8
Factors that lead to organizational change in the O&G Industry during M&A
According to Kansal and Chandani, (2014), every business that is getting involved in a
merger or acquisition carries a culture with itself, which is bound to influence one other.
There is a number of factors that leads to organization change during a merger and
acquisition in the oil and gas industry and some of them are listed below:
System Dynamic: According to Kansal and Chandani, (2014), every business is comprised
of a system that regularly exchanges the ideas with each other. Factors like technology,
accounting system, internal politics, IT system, and legal system most of the time influence
the relationships and alignment thus ask for the change in the business and workforces of that
specific unit. For example, Schlumberger announced its merger with Cameron in the year
2016, with the transaction of two corresponding technology collections into a pore to pipeline
services and products delivering to the industry of oil and gas at the global level. This merger
was planned to offer growth based on technology with the integration of reservoir of
Schlumberger and well technology with Cameron rig and surface equipment, processing as
well as a flow control technology. It was supposed to be the initial complete drilling as well
as the production system of this industry, which are executed by the expertise of
Schlumberger in the data processing, system integration, instrumentation, and control
software (Business Wire 2018).
Structure-focused change: The time two or more businesses plan to get merge with each
other, changes such as decentralizing and downsizing are supposed to take place in order to
decrease the cost and augment efficiency and productivity (Rafferty and Restubog 2010).
Businesses that are involved must be sensitive enough related to the policies and laws of the
company that has been acquired and be proactive in place of reactive.
Person-focused change: This is a change that is related to the factor that is planning human
resources and improving the performance and competency of the employee in the oil and gas

ORGANIZATIONAL BEHAVIOR CHANGES 9
industry (Mohammed 2017). For inducing these kinds of changes the human resource
management has to manage the problems of redefining the strategies and goals of the
organization, employee development, and training, selection and recruitment policies,
recruitment and selection policies, benefits, stress management, etc.
Profitability: It is comprised of issues like market share, engagement with processes of
reengineering and restructuring, and loss of revenue that results in vast variations in the setup
of the business. In the case of the Schlumberger-Cameron deal, Schlumberger proses to
acquire the outstanding shares of Cameron International. Schlumberger was supposed to
incorporate the Cameron International under the deal comprised of 22% cash and 78% stock
(Chamberlin 2016). During bidding the Schlumberger acquired Cameron International at the
value of around $14.8 billion. Schlumberger acquired the share of Cameron at 56.3%,
depending on the August 25, 2015 closing price (Chamberlin 2016).
Policies of Government: This is the factor which is very important at the time Merger and
Acquisition is taking place in the industry of oil and gas. The involved businesses have to be
sensitively related to the laws and policies.
Culture: According to Engert and Kaetzler (2019), culture is considered to be the most
significant aspect that lead to modification in the business during M&A in the oil and gas
industry. It can be noticed that two different companies hold completely different culture
which during a merger and acquisition leads to numerous changes in the organization.
Cultural changes can lead to conflicts among the employees and management, which can be
dangerous for the operations of the business.
Impact of Acquisition on Employees and Management of the Organization
Acquisition carries a number of changes in the organization. The changes that take place in
the business are stocks and share changes, culture, assets, etc. (Monzalvo and Dehaene-

ORGANIZATIONAL BEHAVIOR CHANGES 10
Lambertz 2013). In addition to this acquisition also impacts the employees and management
of the companies.
Psychological impact
According to Unbech and Bron, (2017), the acquisition has a major impact on the
management as well as employee’s psychology because it generates a fearful feeling among
then related to their employment in the company. This is because many times during an
acquisition many of the employees and management staff are fired according to the
negotiation between both the companies. Besides this, the management remains under the
fear of demotion in their post, due to which they also lose confidence and start feeling
incompetent and disturbed.
Cultural and Social Impact
The cultural and social attitudes of the employees and the management also change, because
the culture of workplace changes as per the policies of the acquiring company after the
acquisition. The employees and management many times find it tough to get adjust to this
changing environment. Besides this, their image remains at stake and also there are changes
in their status in the company (Kotter 2008).
Profession and Corporate Impact
The time change is announced there is a change in employee compensation. The change in
the technology leads to change the leadership which influences the employee since they
remain comfortable with their previous bosses, who were acquainted with the technology and
due to this there is resistance from the employees’ side for the change.
Impact on Job Satisfaction
According to Akhimien (2017), acquisition of one company by another also impacts the job
satisfaction of the employees and management. This is because they expect to receive
suitable fringe benefits such as daycare facilities, paid vacations, education funding,

ORGANIZATIONAL BEHAVIOR CHANGES 11
retirement benefits, pick and drop facility, and hotel stay. Suitable facilities of infrastructure,
furniture, ventilation, clean washrooms, and working environment. Besides this, they also
expect proper monetary incentives. If the acquisition has been done properly and employees
accept it, then they remain satisfied (Akhimien 2017). But if all these specified facilities are
not provided to them, they get demotivated and it impacts their efficiency and productivity in
the business. The impact of the acquisition on the employees and management can be the
main issue because it raises stress in them.
Impact of Organizational Behavioral Change on the Profit Margin and Revenue of the
Organization
The concept of organizational behavioral change arises from the environment and the nature
of the business. The basic meaning of change is a series of events that support the
development procedure in the business (Cameron and Green 2019). Organizational
behavioral change means a new development, rightsizing, and changes in the technologies,
partnerships, and rescheduling operations. Organizational behavioral changes are comprised
of operational changes, attitude and behavior changes, mission changes, personnel behavior
changes, strategic changes, counter-resistance from diverse company employees and aligning
them to the organization’s strategic directions (Choi and Ruona 2011). These types of
changes influence the performance at the group, team, organizational, and individual level,
which eventually influences the profit and revenue of a business. The performance of the
employee is considered to be essential for organizational success and its profitability in the
dynamic environment (Markos and Sridevi 2010). However, mergers, acquisitions,
restructuring, downsizing, and innovations are some of the elements that generally decrease
the performance of the employee. The changes that take place in these situations many times
ask for adjustments by the employees that they are unable to do and eventually their
performance is impacted and so leads to low business profitability.

ORGANIZATIONAL BEHAVIOR CHANGES 12
The strategy is the term given to overarching goals of a business. Strategic decisions
influence the business line, its target audience, and the way of meeting their demand
(Rothaermel 2016). It is tough to make changes in the company’s strategy, but if it is done
there is change in its operations, structure and daily operations of the employees. Changes in
the business strategy can have a positive impact. New strategic directions can support a
business to accept a change in the legal environment. New strategies can also provide support
business in performing its operations effectively or cost-efficiently or can support in entering
a more profitable market segment (Quinkler and Hahner 2012).
Additionally, new strategies can also have a negative impact on business. This is because
there are chances that changing strategies during an acquisition or merger according to the
situation may not provide better results for the business which results in reducing the profit
margin of the company (Ferreira, Santos and Reis 2014). In the case of Cameron Acquisition
on 1 April 2016, the new strategies and segment reflected an improvement of around 1.3% in
the operations margin in comparison to its earlier quarter performance. However, later on, the
Schlumberger’s Cameron Group adversely got impacted by the falling book to bill ratio. In
the year 2016, there was a decline in the backlog to around $3.7 billion, which is less than in
1Q16. This interpreted a book to bill ratio of 0.68x (Chamberlin 2016). This can be said that
decreasing backlog has also decreased the revenue of SLV in the preceding years.

ORGANIZATIONAL BEHAVIOR CHANGES 13
Source [(Chamberlin 2016)]
Strategies for dealing with the negative impact of organizational change by
Schlumberger organization
Integrating Plan
The initial step that is required to be considered by Schlumberger organization is while
setting up a project it is important to involve top management from both the companies. In
place of just concentrating on the day to day activities, they must be accountable for
executing the post-M&A activates (Kansal, S., and Chandani, A. 2014). It is recommended
that they must interact with the employees on an immediate basis. This can be done by the
use of intranet, through group meetings, and webcasts. Providing information to all the
employees at the right time will help in decreasing the misconceptions and misunderstandings
within the business. The top management of both the companies that are Schlumberger and
Cameron must motive their employees for understanding the acquisition benefits.

ORGANIZATIONAL BEHAVIOR CHANGES 14
Clear Vision
The top management of both the companies that are Schlumberger and Cameron must get
involved in creating values, policies, goals, and vision of the new business that is
Schlumberger’s Cameron Group. It must be clearly communicated in the entire business
(Clark, Gioia Ketchen and Thomas 2010).
Understanding the difference in the culture
According to Chmielechi and Sulkowski (2016), culture performs a vital part in the success
as well as the failure of the new business structure particularly in the Merger and Acquisition
case. The difference in culture was the major reason for the failure of the merger between
Daimler and Chrysler. The employees of Daimler and Chrysler have diverse opinions on
some of the essential things such as expenses of travel and pay scale (Woods 2020). Besides
this, they also have diverse opinions and approach towards their life, Daimler preferred more
of a structured style whereas Chrysler desired the relaxed style (Woods 2020). This conflict
in terms of culture was the major reason for the merger’s failure between both companies.
Therefore, the leaders who are the part of Schlumberger and Cameron merger must aspire
their employees to explore new fields and get familiar with the new environment. In order to
attain this, the leaders of the company should remain in the regular touch of the employees.
By doing this, they will be able to know more about their employees which will eventually
help them in enabling employees to accept the new culture.
Involvement of Employees
The involvement of the employees allows them to upgrade their knowledge. The time they
get into the interaction, they share the knowledge related to their procedure, operations,
headcounts, budget, and system. Developing trust is very important for knowledge building.
Until both sides’ employees will not trust each other, they will not reveal the information
(Carmeli, Reiter-Palmon and Ziv 2010).

ORGANIZATIONAL BEHAVIOR CHANGES 15
Customer focus
As per the views of Soliman (2011), in the current competitive world, it is essential that the
business share its roadmap with its existing consumer and commit to provide them
continuous services, sales, and personnel support as they are doing it currently. Besides this,
the merged unit can also provide a helpdesk for the customers as this will aid in reducing the
number of customers who are unsatisfied and augment the base of the customer and the
company’s profitability.
HR Restructuring
The merger and acquisition hold the power to change the below-mentioned things:
 Changing the perks
 Changing career path
 Geographical location
 Job roles and assignment
 Compensation and salary packages
The employees in the company are concerned about the new role, opportunities, assignments,
or their transfer to the new location post-merger. It is essential that the Human Resource
department discuss related to the above-mentioned issues with their employees (Vasilaki,
Tarba, Ahammad and Glaister 2016). This can require conducting training sessions of HR,
counseling, or any other help at a professional level. They have to properly communicate the
reason for the changes and their importance. Retaining skilled workforces from both
businesses is vital. A new team can be developed with the task to recognize valuable
resources. This will lead to developing commitment and loyalty to the newly developed unit.
Summary
The above literature review section is important for this study as it is helping in providing the
detailed secondary information related to the research topic i.e. “Organizational Behavior

ORGANIZATIONAL BEHAVIOR CHANGES 16
changes during a merger and acquisition process in Oil and Gas Industry- Case Study of
Schlumberger and Cameroon merger)”. From the analysis of the section, it has been
identified that there is a number of factors that are the reason for the organizational change
during a merger and acquisition and some of them are system, human resource, and
profitability. Besides this, the acquisition has an impact on employees and management of
both the companies that are involved in it. The key impact of this is psychological, corporate,
job satisfaction, and social and cultural impact. During an acquisition, the employees of the
company get under huge pressure of demotion or unemployment which creates stress.
However, there are some of the strategies that can be used by Schlumberger organization for
overcoming the negative impact of organizational change that are designing clear vision,
focusing on the customer, restructuring of human resources, integrating plan, involving
employees, and understanding the cultural difference.
Research Methodology
Introduction
The research methodology is all about describing the methods, designs, and approaches of
research in a detailed manner that are used in the entire study and justifying their use with
their advantages and disadvantages (Supino and Borer 2012). In this study, the research
methods and approaches are being described that is appropriate to identify the solution to the
research question related to the topic “Organizational Behavior changes during a merger and
acquisition process in Oil and Gas Industry- Case Study of Schlumberger and Cameroon
merger)”.
Research Philosophy
The research philosophy is a system of belief and assumptions in regards to knowledge
development. The knowledge development is done to get the solution to the issues in the

ORGANIZATIONAL BEHAVIOR CHANGES 17
specific research field. The research philosophy is of two types that are positivist and
interpretivist (Edson, Henning and Sankaran 2016).
Interpretivist philosophy is all about developing a new understanding related to the social
worlds and contexts (Saunders 2011). Interpretive researchers undertake that reality access is
only through social structures such as shared meanings, consciousness, devices, and
language.
Positivism philosophy is the evaluation in which factual knowledge is collected with the use
of observation (Howell 2012). The study is dependent on the quantitative observation that
leads to statistical analysis.
To conduct this study, the researcher has made use of interpretivist philosophy because it
allows accessing the present opinions of the participants of the research. This philosophy has
provided support in representing the justifiable conclusion for the topic of the research i.e.
“Organizational Behavior changes during a merger and acquisition process in Oil and Gas
Industry- Case Study of Schlumberger and Cameroon merger)”. The researcher has not
selected a positivist philosophy for this study because for this study there is no need to
present a structural methodology under which a hypothesis is developed and tested.
Research Approach
The research approach concept is important as it assists in selecting the justified design and
approaches for the research. It helps in presenting the information of the study in an
organized manner. There are two types of approaches used that are deductive and inductive
approach (Marshall, Coleman and Reason 2017).
The deductive approach is all about creating a hypothesis based on the current theory and
then developing a research strategy for hypothesis testing. In all the meaning of this approach
is reasoning (Jahn 2011).

ORGANIZATIONAL BEHAVIOR CHANGES 18
Under the inductive approach, the researcher gathers data for the topic. The time enough
data is collected, the researcher analyzes it to have valid results (Smart, Witt and Scott 2012).
For conducting this study, the researcher has chosen an inductive approach since it has
supported in gaining subjective understanding for the topic that is “Organizational Behavior
changes during a merger and acquisition process in Oil and Gas Industry- Case Study of
Schlumberger and Cameroon merger)”. It has also supported the researcher in enhancing the
research result’s validity. Besides this, the researcher has not selected the deductive approach
because there is no requirement for hypothesis development.
Research Design
This part of the research methodology discusses the set process and methods that are utilized
for gathering and assessing the measures of different variables stated in the research problem.
The three types of research designs that are quantitative, mixed, and qualitative research
design (Meyers, Gamst and Guarino 2016).
Quantitative research is a methodological study based on observation with the use of
mathematical, and computational techniques (Muijs 2010). Quantitative research is a
scientific technique of observation that is used for gathering non-numerical data. Whereas,
mixed research is created with a combination of qualitative and quantitative research (De
Bosscher, Shibli and Truyens 2010).
To conduct this study, the investigator has used qualitative as well as a quantitative
researcher because the use of statistical and theoretical data helps in presenting better results
for the study.

ORGANIZATIONAL BEHAVIOR CHANGES 19
Research Purpose
This part of the study represents the descriptive analysis of the selected research topic. There
are three research purpose approaches that are descriptive, exploratory, and explanatory
approach (MacDonald 2012).
Exploratory research is all about exploring the research topic that has presently not been
studied (Van Dun, Hicks and Wilderom 2017). Descriptive research defines the population
characteristics that are planned to study. This approach focus on the subject of the research
and the reason for it is being studied. Whereas, explanatory research helps in identifying the
solution for the research problem that has yet not been studied in detail (MacKay and Levin
2015).
In order to conduct this study, the investigator has used explanatory research since he is
focusing on studying in detail the field that has yet not been studied in detail that is
“Organizational Behavior changes during a merger and acquisition process in Oil and Gas
Industry- Case Study of Schlumberger and Cameroon merger)”.
Research Strategy
It is significant portion of the research methodology as it helps the researcher in selecting the
right method for gathering the data and presenting the proper conclusion. There are different
research strategies that are a literature review, case study, experiment, focused group,
experiment, questionnaire, etc. In order to conduct proper research, the investigator has
selected a literature review, interview, and questionnaire as the research strategy (Jebreen
2012).
A literature review is all about reviewing different articles and journals for presenting the
data related to the research topic (Fischer, Stanszus, Geiger and Schrader 2017). The
interview is one of the research strategies in which one person asks a question and others

ORGANIZATIONAL BEHAVIOR CHANGES 20
answer them. Besides this, the questionnaire is a list of questions set by the researcher from
the research participants to get primary data for the research topic (Kayam and Hirsch 2012).
Data Collection Method
Data collection is said to be one of the most important parts of the entire study because of it
the procedure under which data is gathered and measured in a systematic manner. There are
two data collection methods that are the primary method and secondary method of data
collection (Goodman, Cryder and Cheema 2013).
The primary method is all about gathering fresh data for the research topic with the use of
methods like an interview, case study, survey, etc.
The secondary method is about gathering data that has been already presented by different
authors in their studies. The sources that are used under this method are journals, websites,
articles, books, etc. (Johnston, 2017)
In order to conduct this study, the investigator has selected both secondary and primary
method of data collection since it will help in presenting valid and reasonable data for the
topic of the research. Under secondary method, the researcher has used books, journals,
articles, websites as the sources for extracting data. Whereas, for extracting primary data the
researcher has used interview and survey methods.
Sampling
Sampling is the research process that is used for choosing the participants of the research. In
the research field, the sample is taken from the entire research population. There are two
sampling methods that are probability and non-probability sampling (Francis, Johnston and
Grimshaw 2010).
Probability sampling is about selecting sample from the population depending on the
probability theory. In this method, an equal opportunity is given to every individual in the

ORGANIZATIONAL BEHAVIOR CHANGES 21
population for getting selected in the research study (Acharya, Prakash, Saxena and Nigam
2013).
Non-probability sampling is the method in which the researcher selects the sample based on
his subjective judgment. In this method, an equal chance to the entire population is not given.
In order to conduct this study, the researcher has used probability sampling by selecting the
sample through random sampling. This has been used because the researcher wants to give
equal chance to the entire population. The research has used interviews and surveys as the
research strategy to collect primary data. For the interview, the investigator has selected 15
employees from both the companies as the research sample. Besides this, for the survey
through the questionnaire the researcher has selected 50 employees of both the companies as
the research sample.
Data Analysis
This section of the report is very important because it helps in analysing the collected data
and presenting justifiable results. Data analysis is the procedure used for representing the
gathered data in a story form for its clear understanding (Grbich 2012). The data analysis
methods are disclosure analysis, statistical analysis, thematic analysis, etc.
In order to conduct this study, the investigator has used a method of statistical analysis for
data analysis. This has been chosen because it offers a proper and detailed examination of the
information that has been gathered. With the use of this technique, the investigator has
presented the statistics in detail of the gathered data with the use of graphs and tables.
Ethical Consideration
While working on this research, the researcher has followed the rules and guidelines related
to the ethical consideration is followed. Prior to the research, a written approval has been
requested from the Schlumberger Company and its employees. Besides this, a consent form

ORGANIZATIONAL BEHAVIOR CHANGES 22
has been presented to the company and its employees by specifying the research purpose. The
integrity and confidentiality of the research participants have been ensured. In addition to
this, the participants are not forced to provide their responses to the interview and survey.
Summary
This section of the study is providing the details of the methods, approaches, and techniques
chosen by the investigator for conducting this research. For gathering the data, the
investigator has used secondary and primary method because both these methods have helped
in presenting enough information for the research topic. Besides this, the investigator has
used a probability method of sampling for the selection of samples for this study.
Interviews and Survey Analysis
Analysis of Interview
Q1. What are the key issues found in a merger and acquisition?
Under this question of the interview, 8 out of 15 participants replied that cultural issues are
the main issues that are faced in the merger and acquisition. Besides this, 4 out of 15 said that
employee retention is the issue during merger and acquisition. However, only 3 employees
said that a lack of communication is experienced in M&A.
Q2. What are the key elements of the merger and acquisition strategy?
From the analysis of the interview, it has been identified that 7 out of 15 employees believes
that communication is the most important element of merger and acquisition strategy. This is
because communication is the element through which negotiation takes place between two
companies and messages or information is forwarded to the employees. Besides this, 5
employees out of 15 said that well planning is important for M&A. In the end, 3 employees
said that shared vision is the key element.
Q3. What are the phases of merger and acquisition and their objectives?

ORGANIZATIONAL BEHAVIOR CHANGES 23
Due Diligence is the first phase of M&A with the objective to present the thorough
examination of the target company for defining its position and defining the transaction cost.
The agreement phase is the second phase of the M&A process which is comprised of detailed
planning comprised of strategies and procedures for change management, communication,
organizational design, and inventory assessment.
The integration phase is the third phase which is comprised of resource investment, vendor
selection, schedule visibility, evaluating improvements, and change management.
Value attainment is the fourth phase which helps in providing transactional value.
Q4. What is an important consideration to be considered in merger and acquisition?
Under this question, it has been identified that 5 out of 15 participants said that disclosure
schedules are important considerations in the merger and acquisition. Another 4 employees
said that the important consideration for M&A is conducting meetings on a regular basis.
Besides this, 3 of them said that tax treatment is an important consideration.
Q5. Your support level about merger and acquisition decision before its final implementation
In this question, 10 out of 15 employees were highly supportive of the decision of merger and
acquisition. Besides this, 4 said that they were not happy with the decision and only one
employee said that it is important to consider how the seller gets paid and the buyers pay.
Q6. Have your company formally tried to communicate with employees to managing change
In this question, out of 15 participants 11 said that the company communicated with them for
effectively managing the change to evade the issues faced by the employees and the
management. There were only 4 employees who said that the company did not try to
communicate with them to manage change.

ORGANIZATIONAL BEHAVIOR CHANGES 24
Q7. How much the acquisition process is beneficial for your company?
As per the analysis of this question, it has been identified that most of the employees that are
10 out of 15 believe that acquisition procedure is beneficial for the company as it supports
increasing the profit and market share.
Analysis of Survey
Q1.
In this question, the researcher asked about the gender of the participants and it has been
identified that 21 out of 50 participants were male and 19 were female. Besides this, there
were only 10 employees who belong to other category.
Q2.

ORGANIZATIONAL BEHAVIOR CHANGES 25
This question was asked to know about the age of the research participants. From the
analysis, it has been identified that 16 out of 50 participants lie under the age group of 26-30
years and 31-35 years each. Besides this, there were only 8 participants who belong from the
age group of 20-25 years and 10 of them lie in the age group of 36 years and above.
Q3.

ORGANIZATIONAL BEHAVIOR CHANGES 26
This question has been asked by the researcher to know more about the employees and their
experience in the company to understand how much they know about their company. From
the analysis, it has been identified that out of 50 participants 17 employees have experience
of 5 to 8 years in the company. Besides this, the same number of participants have the
experience of 9 to 12 years in the company. There were only 7 participants who have
experience of more than 12 years in the company.
Q4.

ORGANIZATIONAL BEHAVIOR CHANGES 27
This question was asked by the researcher to know about the issues that were faced by the
company during the merger & acquisition procedure. The main issue that was considered to
be critical is employee retention because 22 out of 50 participants responded to this. Besides
this, there were 31 participants who said that cultural issues are the key issues of merger and
acquisition. In the end, 8 participants said that lack of communication is the issue.
Q5.

ORGANIZATIONAL BEHAVIOR CHANGES 28
This question was to know about the factors that lead to organizational change during M&A.
From the analysis, it has been identified that 23 out of 50 participants believe that
organizational structure is the factor that leads to change. Besides this, 11 participants said
that culture is the factor that leads to organizational change during merger and acquisition.
Q6.

ORGANIZATIONAL BEHAVIOR CHANGES 29
The question was related to the reaction of the employees pre-merger and it was identified
that 16 out of 50 participants revealed that they were resisting the change, 15 were feeling
anxiety, and 13 were excited about the merger. Besides this, an equal number of participants
that are 6 said that pride and Grief were their reactions.
Q7.

ORGANIZATIONAL BEHAVIOR CHANGES 30
This question was asked to know the impact of merger and acquisition between
Schlumberger and Cameron on the employees. From the analysis of the gathered data, it can
be observed that 24 out of 50 participants experienced the social impact of M&A, where 10
of the participants impacted professionally. Besides this, 14% of the participants said that
they experienced cultural issues and only 8% of the participants experienced the
psychological impact of M&A.
Q8.

ORGANIZATIONAL BEHAVIOR CHANGES 31
This question was asked to know how much the company is worried and cares about its
employees. From the analysis, it has been identified that 78% of the participants agreed that
the company tried to solve their problems where there were only 22% of participants said that
the company does not bother about their problems.
Q9.

ORGANIZATIONAL BEHAVIOR CHANGES 32
This question was asked to know the benefits of the acquisition process for the company and
it has been identified that 21 out of 50 participants strongly agree with it. Besides this, there
were 19 participants who agree that acquisition offers benefits for the company. Besides this,
there were only 2 participants who strongly disagreed with the statement.
Q10.

ORGANIZATIONAL BEHAVIOR CHANGES 33
This question was asked to know the opinion of the participants for the strategies that can be
used by the company to overcome the negative impact of organizational change. From the
analysis, it has been identified that an equal number of participants that are 27 out of 50 said
that employee involvement and understanding of the cultural difference are important
strategies that a company can adopt. Whereas, there were 19 participants who said presenting
clear vision is a good strategy for overcoming the negative impact of organizational change.
Synthesis
Merger and acquisition are presently considered to be important as well as a significant
strategy as it supports two or more businesses to grow and operate in the industry.
Considering the M&A in the industry of oil and gas, there are numerous factors that have
been identified that lead to organizational change. Some of the factors that are identified in

ORGANIZATIONAL BEHAVIOR CHANGES 34
the study are system, structure, human resource, profitability, government policies, and
culture (Kansal and Chandani 2014). The factor that are the key reasons for the
organizational change is organizational structure because the policies and laws of the
company are essential to be considered while acquiring the business. Besides this, culture is
another factor that leads to organizational change during merger and acquisition. This is
because two companies hold different culture which results in different changes in the
company.
Merger and acquisition do not just impact the business but it also impacts its employees and
management in a different manner. From the analysis of the report, it has been identified that
employees and management of the company get psychologically, professionally, cultural,
impact on them. Besides this, the job satisfaction has also been weaknen due to acquisition
(Akhimien 2017). The psychological impact is all about the generation of the feeling of fear
among the employees and management about their employment. It is because during an
acquisition there are chances that the job can be lost by them as per the negotiation between
both the companies. In addition to this, the cultural and social attitudes of the employees also
impacted due to changing the culture of the workplace. Further, the acquisition also impacts
the job satisfaction of the employees. If proper facilities and benefits are offered to the
workforces in the acquisition then the personnel remain satisfied but this is not done then
their satisfaction level decreases (Akhimien 2017).
Organizational behavior change is all about the new development, changes in the technology,
and rescheduling of the operations (Choi and Ruona 2011). But, from the analysis of the
study, it has been identified that organizational behavioral changes also impact the revenue as
well as the profit margin of the company. As discussed organizational change has a major
influence on the performance, psychology, corporate, and social life of the employees. Due to
this, their performance at the workplace is impacted negatively which eventually results in

ORGANIZATIONAL BEHAVIOR CHANGES 35
negatively impacting the productivity of the company (Monzalvo and Dehaene-Lambertz
2013). Besides this, during merger and acquisition, there are major changes in the strategies
of the company. This change can be positive and can support the organization in increasing
its profit margin and revenue in the market. However, there can be a negative impact too of
the changing company’s strategy which can lead to reducing the profit margin and revenue.
Moreover, to decrease the negative influence of the organizational change during merger and
acquisition, there are numerous strategies that can be adopted. The integration of the top
management of both companies is important to overcome the adverse influence of
organizational change that is employee resistance, etc. (Kansal and Chandani 2014). This is
because the employees of both the companies are comfortable with their seniors and
management which is important to communicate the change to them as there will be lesser
chances of resistance. Besides this, presenting a clear vision of the merger and acquisition is
very important and helps in avoiding the negative impact because it clarifies the doubts of the
employees related to the motive behind change (Clark, Gioia Ketchen and Thomas 2010).
The most important strategy that must be considered by the acquiring company to overcome
the adverse influence of organizational change is understanding the difference in the culture
of both the organization. This has been said because the culture is a main factor for the
success or the failure of a business and majorly in the merger and acquisition. A change in the
culture such as different opinions and perceptions of the employees can leads to failure of the
business if not understood properly. In the end, the strategy that will help Schlumberger to
overcome the negative impact is including staff members in the procedure of decision-
making. There is a number of cases in which employees can provide better ideas and
solutions to the problem. If they are involved in the decision, they feel motivated and even
perform in a better way for the success of the business (Carmeli, Reiter-Palmon and Ziv
2010).

ORGANIZATIONAL BEHAVIOR CHANGES 36
Discussion
From the analysis presented in the above sections, it has been identified that merger and
acquisition are one of the best strategies for the growth of the business but also raises a
number of issues for the business. The issues that have been identified through interviews are
cultural issues, employee retention, and lack of communication. The employees of the
company believe that cultural issues are the major issue that is experienced majorly in cases
where both companies belong from different countries. Besides this, it also has been observed
from the analysis of the interview that communication, planning, and shared vision are the
three elements of merger and acquisition (Kotter 2008). In addition to this, there are different
factors that lead to organizational change during M&A. However, organizational structure
and culture are the key factors that lead to change. It can be proved from the statement
presented by Rafferty and Restubog (2010), that when two companies merger there are
changes like downsizing and decentralizing for the cost reduction and increasing the output
of the business. Besides this, in consideration culture Engert and Kaetzler (2019), stated that
culture is important factors that lead to change in the business during M&A in the oil and gas
industry. It is known that two different business has a different culture which changes during
merger and acquisition. But cultural changes can lead to conflicts among the employees and
management, which can be dangerous for the operations of the business.
In addition to this, it has been identified that most of the company’s employees resisted the
change. Besides this, many of them also felt anxiety with the news of M&A. The merger and
acquisition also impact the employees and management of the company in a different
manner. The factors that impacted the employees and management are social, professional,
and cultural factors. In reference to this, Kotter (2008), revealed that during a merger and
acquisition there are numerous changes in the business including changes in the job post and
designation of an employee. If an employee is demoted then his or her image is negatively

ORGANIZATIONAL BEHAVIOR CHANGES 37
impacted in society. Furthermore, Kotter (2008) stated that culture also performs an essential
role that impacts the performance of an employee. If there is a change in the culture of the
business, the employee does not feel comfortable and familiar due to which their performance
is negatively impacted.
Furthermore, the paper has also discussed the strategies that Schlumberger can adopt to
overcome the negative impact of mergers and acquisitions. From the primary data analysis, it
has been identified that employee involvement and understanding the cultural difference are
the strategies that can overcome the negative impact. In reference to this, Carmeli, Reiter-
Palmon and Ziv (2010) specified that employee involvement enables them to upgrade their
knowledge. The time they get into the interaction, they share the knowledge related to their
procedure, operations, headcounts, budget, and system, which helps in identifying better
solutions to the problems in the business. Besides this, Chmielechi and Sulkowski (2016),
stated that differences in the culture can lead to the failure of the business. Therefore, the
leaders who are the part of Schlumberger and Cameron merger must aspire their employees
to explore new things and gets familiar with the environment.
The above report has presented in detail the organizational behavior changes during merger
and acquisition by taking into consideration the case study of Schlumberger and Cameroon
merger. From the analysis, it has been identified that culture, organizational structure, human
resources, and profitability of the business are the factions that lead to organizational change.
Besides this, mergers and acquisitions impact the employees and management of the
company. It has been identified that cultural and social factors impact the employees. In
conclusion, it can be said that by adopting strategies such as presentation of clear vision,
understanding a different culture, and employees involved in decision making is important to
overcome the negative impact.

ORGANIZATIONAL BEHAVIOR CHANGES 38

ORGANIZATIONAL BEHAVIOR CHANGES 39
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Appendix
Interview Questions
1. What are the key issues found in a merger and acquisition?
2. What are the key elements of the merger and acquisition strategy?
3. What are the phases of merger and acquisition and their objectives?
4. What is an important consideration to be considered in merger and acquisition?
5. Your support level about merger and acquisition decision before its final
implementation
6. Have your company formally tried to communicate with employees to managing
change
7. How much the acquisition process is beneficial for your company?
Survey through Questionnaire
Q1. Please Specify your Gender
A. Female
B. Male
C. Others
Q2. Please Specify your age group
A. 20-25 years
B. 26-30 years
C. 31-35 years
D. 36 years and Above
Q3. Work experience in the Schlumberger and Cameron Company (Oil and Gas Industry)
A. 0-4 years
B. 5-8 years

ORGANIZATIONAL BEHAVIOR CHANGES 46
C. 9-12 years
D. More than 12 years
Q4. What key issues did you identify in the merger and acquisition?
A. Lack of Communication between Management and Employees
B. Employee Retention
C. Cultural Issues
D. Structural Issues
Q5. What are the factors that lead to organizational change during merger and acquisition?
A. Human Resource
B. Organizational Structure
C. Profitability
D. Government Policies
E. Culture
Q6. What was your pre-merger reaction?
A. Resisting
B. Anxiety
C. Excitement
D. Pride
E. Grief
Q7. How the merger and acquisitions between Schlumberger and Cameron impacted you?
A. Cultural Impact
B. Social Impact
C. Profession and Corporate Impact

ORGANIZATIONAL BEHAVIOR CHANGES 47
D. Psychological Impact
E. Impact on Job Satisfaction
Q8. Do you think the company tried to solve your problems or doubts about managing the
change?
A. Yes
B. No
Q9. How much you agree that the acquisition process is beneficial for the company?
A. Strongly Agree
B. Agree
C. Neither agree nor disagree
D. Disagree
E. Strongly Disagree
Q10. What strategies you will recommend for the Schlumberger organization to deal with the
negative impact of organizational change?
A. Presenting Clear Vision
B. Employees Involvement
C. Focusing on Customer
D. HR Restructuring
E. Understanding the difference in culture