ABSTRACT
This chapter deals with the subject of the organizational identity in organizations that went through M&A. In particular, the chaprter aims to describe how the sensemaking process enables MNCs to maintain multiple identities, even after the integration process seem to be completely operationalized. Many studies provided explanation of how the evolution of organisational identity reduces ambiguity due to multiple identities in order to identify a new common identity. This chapter presents the results of some grounded studies on acquisitions and mergers in several industries (pharma, banking, etc.), arguing that the choice of maintaining multiple identities can even be appropriate and not necessarily despicable. The chapter concludes by stating that a balanced effort of sources of singularity and plurality in identities describes the building process of a new, multiple, identity.
