Gender segregation in the making of a merger

Although recent literature on mergers and acquisitions (M&A) has looked exhaustively at a variety of issues embracing organizational systems, practices and people, it has ignored the gendered nature of merging. The aim in this article is twofold. First, to demonstrate how segregation according to gender is determined in the merger process by the organizational histories of the two merger partners. Second, to specify how gender operates in connection with certain integrative mechanisms developed by top management to coordinate and control the merger as it unfolds. A longitudinal, in-depth analysis of the making of the Merita Bank in Finland suggests that mergers represent a particularly well-defined arena for the reproduction of gender segregation, due to a complicated weave of intended and unintended consequences of managerial actions during its formulation and implementation. It is suggested that the gendered career implications of mergers represent a particularly timely theme for further research.