Credit Union mergers in Ireland: an ethnographic investigation of emerging experiential learning

This is captured in improved behaviours by the ‘Board of Directors and CEO’ and the ‘Regulator’. In particular, the study identifies how the merger experience inspires superior governance that supports difficult business decisions to be made which arise during and post the merger process. The analysis also reveals that as mergers are repeated the nature of the emerging insights increase in sophistication.

The insights are employed to construct a learning model. The objective of the learning model is to create a framework within which a proposed merger (of equals) should be considered. Central to the model are members, however, it appears their priority is not as the owners of the credit union but as the consumer of its products and services.<br>