J. Lipponen
The different paths to post-merger identification for employees from high and low status pre-merger organizations
Lipponen, J.; Wisse, B.; Jetten, J.
Authors
B. Wisse
J. Jetten
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.
Citation
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. https://doi.org/10.1002/job.2159
Journal Article Type | Article |
---|---|
Acceptance Date | Oct 6, 2016 |
Online Publication Date | Nov 2, 2016 |
Publication Date | Jun 30, 2017 |
Deposit Date | Jul 16, 2019 |
Publicly Available Date | Jul 16, 2019 |
Journal | Journal of Organizational Behavior |
Print ISSN | 0894-3796 |
Electronic ISSN | 1099-1379 |
Publisher | Wiley |
Peer Reviewed | Peer Reviewed |
Volume | 38 |
Issue | 5 |
Pages | 692-711 |
DOI | https://doi.org/10.1002/job.2159 |
Public URL | https://durham-repository.worktribe.com/output/1297194 |
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Copyright 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.
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