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This article discusses success factors of cultural integration and cultural change processes in mergers and acquisitions. The focus of the project is on the effects of frictions between structure and cultures, and frictions between different cultures, on the functioning of the organisation. The factors discussed are based on empirical findings, and on literature that, in the analysis, proved to corroborate these findings, or insights based on these findings. It is argued that cultural integration is furthered by mutual trust. Trust can be built by shared goals, by dialogue, by looking for shared norms, monitoring and handling deviance. Cultural change processes were found to be dependent on legitimisation of the changes, clarification of goals and changes in what is expected of organisational members, monitoring and guidance, conditions of psychological safety, and feedback on success and failure outcomes that is worked upon in a learning mode.

In response to developments around as well as within organisations, managers are faced with a control‐commitment dilemma. A new rationality of governance has emerged besides the well‐known rationality of bureaucratic control. This new set of governance strategies, which is presented under different labels such as commitment‐based management or trust‐based governance, is directed at access to and leverage of intangible resources like employee commitment, tacit knowledge and learning behaviours. In this special issue, six studies are presented that address the subject of how top management teams deal with this control‐commitment dilemma and the intended or unintended consequences of choices made.

It is argued in this paper that opportunities for learning manifest themselves in the form of frictions between the structure‐as‐experienced by actors and the structure‐as‐preferred. These frictions are considered as potential triggers of learning processes. The concept of friction promises to contribute to our understanding of factors that trigger learning processes to develop, a matter that is scantly addressed so far in literature on organizational learning.

Frictions are distinguished and analyzed in three case studies of learning processes within departments of knowledge‐intensive organizations. Six enabling conditions for organizational learning, proposed by Nonaka and Takeuchi are confronted with the findings in a comparison of the three cases.

The cases show that despite the eagerness to learn found within all three departments, learning processes varied from hardly developed to well developed. By tracing what happens with frictions found, insights are gained in organizational factors that enable or constrain specific (sequences of) learning activities to develop.

The findings may be context‐bound, because all three cases are embedded within the same nationwide institutional environment thus drawing on the same set of cultural rules. More research is needed, including cross‐cultural studies, to be able to generalize confidently on the findings presented in this paper.

By means of a clear vision top management can convince not only organizational members, but also middle managers of shared goals, a sense of urgency and of the actions that need to be taken including participation in learning processes across departments. Vision, hierarchy and rules and procedures should signal a consistent message to employees and managers alike.

This paper proposes a fresh approach to research on organizational learning processes by introducing the concept of frictions and by relating the analysis of frictions and learning processes to conditions that are proposed to enable or constrain these processes within organizations. This approach may therefore prove beneficial to practitioners as well.

In this study, nine managers of a Dutch multinational engineering company were interviewed on the success and failure factors of post‐acquisition processes they were involved in over the past five years. When referring to their experiences, the managers mainly spoke about failures and how to avoid these in future. The focus of this study was on the cognitive map structure of the perspectives of managers as disclosed by the interview data. Three different collective maps were found, representing “the Strategists”, strategic business unit‐presidents, and human resource (HR)‐managers. The maps show differences in perspectives on four central themes: control versus cooperation; how to handle the culture of the acquired firm; trust versus distrust; and speed versus carefulness. If the maps are compared with literature on management acquisition processes, the HR‐managers' map shows richer insights into how to manage human factors in acquisition processes than the other two. Instead of exploiting these valuable insights, the differences in perspectives fostered distrust between the two management levels, which constrained mutual learning.

Research on antecedents of trust has, so far, yielded results that do not easily stand up to confrontation with the widely‐held assumption of bounded rationality. By employing complex constructs as indicators of antecedents, it is implied that actors, in pondering on trust in managers, can deal with many complex cues, instead of a few single ones, as bounded rationality suggests. This study proposes a different approach, by searching for a parsimonious set of managerial behaviours that serve as cues for subordinates regarding trust in managers. Interview and survey data were combined in this search. Regression analysis and a Boolean pattern analysis were used to arrive at a parsimonious model with high explanatory power.

Introduces six empirical studies on trust within organisations which were originally presented at a workshop on “Trust within and between organisations”, organised by the European Institute for Advanced Studies in Management at the Free University Amsterdam, in November 2001. Areas covered include: the legitimacy of the field of study; common understandings and disagreements in theoretical ideas; and directions for future research.