In:
Personality and Social Psychology Bulletin, SAGE Publications, Vol. 27, No. 3 ( 2001-03), p. 267-280
Abstract:
Adopting an intergroup perspective, the research was designed to examine predictors of employee responses to an organizational merger. Data were collected from 465 fleet staff employed in a newly merged airline company. As predicted from social identity theory, the negative effects of the merger were most marked for employees of the low-status premerger organization. Also, as predicted, the perception of permeable intergroup boundaries in the new organization was associated positively with identification with the new organization and both job-related and person-related outcomes among employees of the low-status premerger organization but negatively with person-related outcomes among employees of the high-status premerger organization. As predicted, there was some evidence that the main and interactive effects involving status, perceived permeability, and intergroup contact on employee adjustment were mediated through strength of identification with the new organization.
Type of Medium:
Online Resource
ISSN:
0146-1672
,
1552-7433
DOI:
10.1177/0146167201273001
Language:
English
Publisher:
SAGE Publications
Publication Date:
2001
detail.hit.zdb_id:
2047603-6
SSG:
5,2
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