In the past, legacy systems, industry norms, or firms with market power dictated the level of transparency that was present in a market, leading to the existence of stable trans-parency regimes (Granados et al. 2010). In the last few decades, the Internet and mobile technologies have disrupted these regimes, making some players better off and others worse off. For example, online travel agencies brought higher transparency of product offerings to travelers, which led to the disintermediation of traditional travel agencies.
Organizational cultures are neither uniform nor static. They evolve over time, and so it seems reasonable to posit that all cultural systems will exhibit continuous, incremental changes punctuated on occasion by more episodic, radical change (Watzlawick et al., 1974; Weick and Quinn, 1999). Mergers and acquisitions represent sudden and major change and generate a great deal of uncertainty (Davy et al., 1988). How change occurs within organizations will be influenced by the fact that cultures are underpinned by deep assumptions that are patterned and shared (Schein, 1992). Sathe and Davidson (2000) suggest that evidence clearly supports the fact that culture change consists of