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Knowledge Absorption is most worth looking during times of instability. The following thesis is a case study on Knowledge Absorption in the setting of instability, looking specifically into the case of a bank merger through absorption between two Greek multinational banks, starting in 2013. In the aftermath of the Greek financial crisis of 2008, two different Bank IT departments have to get integrated into one, with strikingly different corporate philosophies.

The subsequent closing down of bank offices and branches as a result of the merger, as well as the willingness of the banking sector to proceed with extensive staff dismissals, cost cuts and recapitalization, has further created a dubious environment for the employees that were merged.

Six years after the merger of Bank B into Bank A, we get to have a careful look at a sample of Bank B IT employees that were merged, trying to get an insight of how possible it is to learn and absorb knowledge in the new company, Bank A.

We concluded that Knowledge Absorption has been adversely affected amongst the merged employees. This is attributed to the merger itself as well as the financial crisis. A strong cultural clash persists among the employees and Bank A, while the crisis has fostered uncertainty. Bank A is characterized by a strong task focus, that together with its internal hierarchy’s results to waste of knowledge potential the interviewed employees have. There is limited Knowledge Absorption taking place, and no apparent active pursuit for its improvement.