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“Trying before walking down the aisle” : chinese managers’ construction of post-merger identification after an acquisition in Europe


Liang, Shuang; Lupina-Wegener, Anna; Ullrich, Johannes; van Dick, Rolf (2019). “Trying before walking down the aisle” : chinese managers’ construction of post-merger identification after an acquisition in Europe. In: BAM 2019 Conference, Birmingham, 3 September 2019 - 5 September 2019.

Abstract

Organizational identification has attracted many interests in past years. Employees who identify with the organization are typically loyal to their organizations. It is necessary to understand how employees construe and reconcile their identification when they face tremendous organizational changes in M and As. Majority studies focused on antecedents of post merger identification in developed economies. How employees from emerging market construct PMI is still under explored. Our study adopted a qualitative case study to investigate how Chinese managers construct PMI after acquiring a western company. Our findings reveal that Chinese managers take acquisition as an opportunity for their identity enhancement. Though identity enhancement exposes them in dramatic organizational changes, Chinese managers do not perceive these changes as threats because of organizational identity flexibility. Interestingly, two non merging identities are flexibly bridged and merged by newly constructed organizations, and finally contribute to a high PMI.

Abstract

Organizational identification has attracted many interests in past years. Employees who identify with the organization are typically loyal to their organizations. It is necessary to understand how employees construe and reconcile their identification when they face tremendous organizational changes in M and As. Majority studies focused on antecedents of post merger identification in developed economies. How employees from emerging market construct PMI is still under explored. Our study adopted a qualitative case study to investigate how Chinese managers construct PMI after acquiring a western company. Our findings reveal that Chinese managers take acquisition as an opportunity for their identity enhancement. Though identity enhancement exposes them in dramatic organizational changes, Chinese managers do not perceive these changes as threats because of organizational identity flexibility. Interestingly, two non merging identities are flexibly bridged and merged by newly constructed organizations, and finally contribute to a high PMI.

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Additional indexing

Item Type:Conference or Workshop Item (Paper), not_refereed, original work
Communities & Collections:06 Faculty of Arts > Institute of Psychology
Dewey Decimal Classification:150 Psychology
Language:English
Event End Date:5 September 2019
Deposited On:11 Oct 2019 09:21
Last Modified:11 Oct 2019 19:30
Publisher:British Academy of Management
OA Status:Green
Related URLs:https://hesso.tind.io/record/4018

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