Predictors of change in postmerger identification during a merger process: a longitudinal study.

School of Psychology, University of Exeter, Exeter, England.
Journal of Personality and Social Psychology (Impact Factor: 5.08). 12/2008; 95(5):1095-112. DOI: 10.1037/0022-3514.95.5.1095
Source: PubMed

ABSTRACT Adopting an intergroup perspective, the authors examined predictors of change in postmerger identification throughout a merger. Data were collected over 3 points of measurement from 157 students of a newly merged university. The 1st questionnaire was distributed 4 months after the implementation of the merger; the following 2 were distributed 6 months and 1 year thereafter. With its longitudinal design, this study replicates and extends past results by revealing predictors of change in organizational identification for members of the dominant and subordinate organizations throughout a merger process. As predicted, postmerger identification increased only slowly for members of both the dominant and the subordinate organizations. Multilevel models for change confirmed that the predictive effect of premerger identification on postmerger identification for members of the dominant organization dissipates over time. The effect of in-group typicality unexpectedly varied as a function of organizational membership and was stable over time. Perceived fairness in the merger process positively influenced postmerger identification across members of both organizations; over time the effect of fairness amplified.

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Jun 2, 2014