The Challenge of Merging: Merger Patterns, Premerger Status, and Merger Support

Giessner, Steffen R., Viki, G. Tendayi, Otten, Sabine, Terry, Deborah J. and Tauber, Susanne (2006) The Challenge of Merging: Merger Patterns, Premerger Status, and Merger Support. Personality And Social Psychology Bulletin, 32 3: 339-352. doi:10.1177/0146167205282151


Author Giessner, Steffen R.
Viki, G. Tendayi
Otten, Sabine
Terry, Deborah J.
Tauber, Susanne
Title The Challenge of Merging: Merger Patterns, Premerger Status, and Merger Support
Journal name Personality And Social Psychology Bulletin   Check publisher's open access policy
ISSN 0146-1672
Publication date 2006-03-01
Sub-type Article (original research)
DOI 10.1177/0146167205282151
Open Access Status DOI
Volume 32
Issue 3
Start page 339
End page 352
Total pages 14
Place of publication Thousand Oaks
Publisher Sage Publications Inc
Language eng
Subject 380105 Social and Community Psychology
Abstract Employees of merging organizations often show resistance to the merger. The employees' support depends on the companies' premerger status and on the merger pattern. Based on an inter-group perspective, three studies were conducted to investigate the influence of premerger status (high, low) and merger pattern (assimilation, integration-equality, integration-proportionality, transformation) on participants' support for a pending organizational merger Students (Study 1) and employees (Study 2) had to take the perspective of employees of a fictitious merging organization. Study 3 investigated students' perceptions of a potentially pending university merger using a 2 (status) x 3 (merger pattern: assimilation, integration-equality, integration-proportionality) design. Across all studies, the low-status group favored integration-equality and transformation whereas the high-status group preferred integration-proportionality and assimilation. Perceived threat mediated the effects. Legitimacy was a stronger mediator for effects of the low-status group.
Keyword Psychology, Social
organizational merger
merger patterns
premerger status
organizational dominance
Organizational Merger
Social Identity
Identification
Expectations
Perspective
Adjustment
Q-Index Code C1
Institutional Status UQ

 
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Created: Thu, 18 Oct 2007, 00:33:44 EST