Employee adjustment to an organizational merger: An intergroup perspective

Terry, Deborah J., Carey, Craig J. and Callan, Victor J. (2001) Employee adjustment to an organizational merger: An intergroup perspective. Personality And Social Psychology Bulletin, 27 3: 267-280. doi:10.1177/0146167201273001


Author Terry, Deborah J.
Carey, Craig J.
Callan, Victor J.
Title Employee adjustment to an organizational merger: An intergroup perspective
Journal name Personality And Social Psychology Bulletin   Check publisher's open access policy
ISSN 0146-1672
Publication date 2001-03-01
Sub-type Article (original research)
DOI 10.1177/0146167201273001
Volume 27
Issue 3
Start page 267
End page 280
Total pages 14
Editor J. Suls
Place of publication Washington , D.C., U.S.A.
Publisher Sage Publications Ltd
Language eng
Subject C1
380108 Industrial and Organisational Psychology
780108 Behavioural and cognitive sciences
350200 Business and Management
720400 Management and Productivity Issues
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.
Keyword Psychology, Social
Common Ingroup Identity
Social Identity
Categorization Processes
Group Differentiation
Disadvantaged Group
Contact Hypothesis
Group Boundaries
Integration
Bias
Permeability
Q-Index Code C1

Document type: Journal Article
Sub-type: Article (original research)
Collection: School of Psychology Publications
 
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Created: Wed, 15 Aug 2007, 01:34:50 EST