ABSTRACT
Many m ultinational pharmaceutical companies today were form ed by the merger o f two or more smaller companies, which themselves were probably form ed the same way. W hen such large companies merge to create one large global company (in our case three com panies m erged), the people working in departm ents such as Global M anufacturing and Quality O perations (QO) may be faced with three different organisational work processes (and possibly three different cultural approaches) to achieve similar ends. All these work processes may have had good success in the past, and it may be difficult for the employees from each original company to realise why work processes and standards should be changed.
