Giessner, S.R. and Viki, G.T. and Otten, S. and Terry, D.J. and Täuber, S. (2006) The challenge of merging: Merger patterns, pre-merger status and merger support. Personality and Social Psychology Bulletin, 32 (3). pp. 339-352. ISSN 0146-1672 .
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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.
|Subjects:||B Philosophy. Psychology. Religion > BF Psychology|
|Divisions:||Faculties > Social Sciences > School of Psychology|
|Depositing User:||Ros Beeching|
|Date Deposited:||29 Aug 2008 14:54|
|Last Modified:||20 May 2011 23:49|
|Resource URI:||http://kar.kent.ac.uk/id/eprint/4286 (The current URI for this page, for reference purposes)|
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