Year: 2002
Type: article
Study design: Observational Study
Abstract: An analysis of the social identity processes involved in organizational mergers suggests that organizational identification after a merger is contingent on a sense of continuity of identity. This sense of continuity, in turn, is argued to be contingent on the extent to which the individual's own pre-merger organization dominates, or is dominated by, the merger partner. In support of this analysis, results of two surveys of merged organizations showed that pre-merger and post-merger identification were more positively related for members of dominant as opposed to dominated organizations, whereas perceived differences between the merger partners were more negatively related to post-merger identification for members of the dominated compared with the dominant organization.
Institutions: University of Amsterdam, Leiden University
Language: English
Domain: Social Sciences
Open Access status: bronze
OpenAlex ID: W2053512337