Organizational identification after a merger: A social identity perspective

Authors


University of Amsterdam, Work & Organizational Psychology, Roetersstraat 15, 1018 WB Amsterdam, The Netherlands (e-mail: ao_vanknippenberg@macmailpsy.uva.nl).

Abstract

An analysis of the social identity processes involved in organizational mergers suggests that organizational identification after a merger is contingent on a sense of continuity of identity. This sense of continuity, in turn, is argued to be contingent on the extent to which the individual's own pre-merger organization dominates, or is dominated by, the merger partner. In support of this analysis, results of two surveys of merged organizations showed that pre-merger and post-merger identification were more positively related for members of dominant as opposed to dominated organizations, whereas perceived differences between the merger partners were more negatively related to post-merger identification for members of the dominated compared with the dominant organization.

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