When What We Get Is Not What We Want The Role of Implemented Versus Desired Merger Patterns in Support for Mergers

Social Psychology (Impact Factor: 1.46). 01/2012; 44(3). DOI: 10.1027/1864-9335/a000102


By integrating an intergroup perspective on mergers with discrepancy theories, we argue that merger partners aim for merger patterns that best benefit their group’s standing. Importantly, we hypothesize and show that the discrepancy between what merger partners want and what they actually get affects outcomes essential to merger success. Specifically, we demonstrate that perceived fit between the implemented and the desired merger pattern predicts support for the merger. We further show that this effect is mediated by perceived fairness (Study 1) and emotional reactions to the merger (Study 2). Our findings are generalized across a field study that investigate a real merger between two institutions of higher education (Study 1) and an experiment (Study 2).

Download full-text


Available from: Ilka Helene Gleibs
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: In this paper we demonstrate that societal psychology makes a unique contribution to the study of change through its focus on the 'contextual politics' of change, examining the different interests at stake within any social context. Societal psychology explores the contexts which promote or inhibit social and societal change and can be seen as a bridge between social and political psychology. It focuses on how the context shapes the ways in which societal change is understood, supported or resisted. To understand the intellectual rationale of societal psychology, and how it aims to foster societal change, we first consider the history of the discipline. Second, we consider what is meant by 'context', as understanding the environment of change is the hallmark of societal psychology. Third, we lay out three distinct features of a societal psychological approach to change: the politics of change; interventions and planned change; emergent change processes. Finally, the paper examines possible future developments of societal psychology and its role in understanding and creating societal change, alongside its place within the wider canon of social and political psychology. The article is available in full, free of charge, via the published item link referred to above.
    Full-text · Article · Dec 2013
  • [Show abstract] [Hide abstract]
    ABSTRACT: The human consequences of the 3.11 tsunami were not distributed equally across the municipalities of the Tohoku region of northeastern Japan. Instead, the mortality rate from the massive waves varied tremendously from zero to ten percent of the local residential population. What accounts for this variation remains a critical question for researchers and policy makers alike. This paper uses a new, sui generis data set including all villages, towns, and cities on the Pacific Ocean side of the Tohoku region to untangle the factors connected to mortality during the disaster. With data on demographic, geophysical, infrastructure, social capital, and political conditions for 133 municipalities, we find that tsunami height, stocks of social capital, and level of political support for the long-ruling LDP strongly influenced mortality rates. Given the high probability of future large scale catastrophes, these findings have important policy implications for disaster mitigation policies in Japan and abroad.
    No preview · Article · Nov 2014 · Social Science & Medicine
  • Source
    [Show abstract] [Hide abstract]
    ABSTRACT: Past research provides evidence that organizational identification is a key factor predicting employees' behaviours during mergers and acquisitions. In particular, recent studies demonstrate that members of the subordinate merger partner, in contrast to the dominant group, often find it difficult to transfer their identification to the post-merger organization. To understand this difference between dominant and subordinate groups, we examined employees' sense of projected continuity in the future. We argue that projected continuity mediates the differential relationships between pre-merger and post-merger identification and propose that pre-merger identification relates positively to projected continuity in the dominant group but negatively in the subordinate group. As a result, the overall relationship between pre- and post-merger identification should be reduced or eliminated in the subordinate compared with the dominant group. We tested our hypotheses in a survey (N = 492) distributed in a merger of two international pharmaceutical companies at the beginning of the post-merger integration and 15 months later. Results were consistent with our assumptions of a moderated mediation effect. We conclude that a key challenge in merger integration is to support high identifiers in the subordinate group in developing a projected continuity or a focus on ‘the bright tomorrow’.
    Full-text · Article · Dec 2014 · British Journal of Social Psychology
Show more