Cookies

We use cookies to ensure that we give you the best experience on our website. By continuing to browse this repository, you give consent for essential cookies to be used. You can read more about our Privacy and Cookie Policy.


Durham Research Online
You are in:

The different paths to post-merger identification for employees from high and low status pre-merger organizations.

Lipponen, J. and Wisse, B. and Jetten, J. (2017) 'The different paths to post-merger identification for employees from high and low status pre-merger organizations.', Journal of organizational behavior., 38 (5). pp. 692-711.

Abstract

A well‐known downside of organizational mergers is that employees fail to identify with the newly formed organization. We argue that developing an understanding of factors that affect post‐merger identification requires taking the pre‐merger status of the merger partners relative to each other into account. This is because relative pre‐merger status determines employees' susceptibility to different aspects of the merger process. Specifically, for employees of a high status pre‐merger organization, we expected post‐merger identification to be strongly influenced by (i) pre‐merger identification and (ii) the perceived change in the status. In contrast, we expected post‐merger identification of employees of a low status pre‐merger organization to be strongly affected by the perceived justice of the merger event. Longitudinal data were obtained from a merger of two public sector organizations and the results supported our hypotheses. Our study shows that the extent to which pre‐merger identification, status change, and justice are important determinants of post‐merger identification depends on the relative pre‐merger status of the merger partners. Our discussion focuses on theoretical implications and managerial ramifications of these findings.

Item Type:Article
Full text:(AM) Accepted Manuscript
First Live Deposit - 16 July 2019
Download PDF
(465Kb)
Status:Peer-reviewed
Publisher Web site:https://doi.org/10.1002/job.2159
Publisher statement:This is the accepted version of the following article: Lipponen, J., Wisse, B. & Jetten, J. (2017). The different paths to post-merger identification for employees from high and low status pre-merger organizations. Journal of Organizational Behavior 38(5): 692-711., which has been published in final form at https://doi.org/10.1002/job.2159|. This article may be used for non-commercial purposes in accordance With Wiley Terms and Conditions for self-archiving.
Record Created:16 Jul 2019 14:58
Last Modified:16 Jul 2019 16:05

Social bookmarking: del.icio.usConnoteaBibSonomyCiteULikeFacebookTwitterExport: EndNote, Zotero | BibTex
Look up in GoogleScholar | Find in a UK Library