Merck salesman “haunted” by his past: The challenge of adapting to a different organizational culture

Abstract

Purpose

This paper aims to contrast the cultures of two organizations – the US Navy's nuclear‐submarine force and large pharmaceutical firm Merck – through the experiences of former naval officer turned pharmaceutical salesman, Howard Roark.

Design/methodology/approach

The paper starts and finishes with Howard Roark's appraisal. It considers the history of Merck, and Admiral Rickover and the nuclear navy, and explains Roark's employment history.

Findings

The paper shows how Roark's challenges in adjusting to Merck were interpersonal and political, and how leadership skills need to be adapted according to the environment.

Practical implications

The paper gives an insight into managerial skills, human resource strategy and organizational behavior.

Originality/value

The paper illustrates the importance of being able to adapt to different organizational cultures.

Citation

(2009), "Merck salesman “haunted” by his past: The challenge of adapting to a different organizational culture", Human Resource Management International Digest, Vol. 17 No. 7, pp. 26-28. https://doi.org/10.1108/09670730910996545