Giessner, Steffen R. and Viki, G. Tendayi and Otten, Sabine and Terry, Deborah J. and Täuber, Susanne (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 . (The full text of this publication is not currently available from this repository. You may be able to access a copy if URLs are provided)
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:||11 Jun 2014 11:23|
|Resource URI:||https://kar.kent.ac.uk/id/eprint/4286 (The current URI for this page, for reference purposes)|