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Social identity and corporate mergers


Giessner, Steffen R; Ullrich, Johannes; van Dick, Rolf (2011). Social identity and corporate mergers. Social and Personality Psychology Compass, 5(6):333-345.

Abstract

orporate mergers require proper human resources management to reach their financial and strategic objectives and minimize negative consequences for employee well-being. Understanding the antecedents of employees’ identification with the merged organization during the corporate merger is crucial, because stronger post-merger identification results in less conflict and higher levels of motivation. Unfortunately, employees often identify more strongly with their pre-merger organizations than with the merged organization. One influential approach to understanding the processes underlying organizational identification is the social identity approach (Tajfel & Turner, 1986; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987). Research applying this perspective to organizational mergers shows that levels of identification with the merged organization are partly explained by status and dominance differences of the involved organizations, by motivational threats and uncertainties during the merger, and by the representation of the post-merger identity. Leaders and managers of corporate mergers are able to influence these processes and, thus, to provide a path for successful merger integration

Abstract

orporate mergers require proper human resources management to reach their financial and strategic objectives and minimize negative consequences for employee well-being. Understanding the antecedents of employees’ identification with the merged organization during the corporate merger is crucial, because stronger post-merger identification results in less conflict and higher levels of motivation. Unfortunately, employees often identify more strongly with their pre-merger organizations than with the merged organization. One influential approach to understanding the processes underlying organizational identification is the social identity approach (Tajfel & Turner, 1986; Turner, Hogg, Oakes, Reicher, & Wetherell, 1987). Research applying this perspective to organizational mergers shows that levels of identification with the merged organization are partly explained by status and dominance differences of the involved organizations, by motivational threats and uncertainties during the merger, and by the representation of the post-merger identity. Leaders and managers of corporate mergers are able to influence these processes and, thus, to provide a path for successful merger integration

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Additional indexing

Item Type:Journal Article, refereed, further contribution
Communities & Collections:06 Faculty of Arts > Institute of Psychology
Dewey Decimal Classification:150 Psychology
Language:English
Date:2011
Deposited On:13 Feb 2013 16:00
Last Modified:05 Apr 2016 16:32
Publisher:Wiley-Blackwell
ISSN:1751-9004

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