Employee identification before and after an internal merger: A longitudinal analysis

Earlier studies have shown that perceived external prestige (PEP) and communication climate influence employees' overall organizational identification. This paper presents the results of a longitudinal study into the determinants of organizational identification at two organizational levels during an internal merger. Data were collected in a university where four divisions merged into two new divisions. Respondents filled out a questionnaire on organizational identification, PEP and communication climate 4 months before the merger (T1) and 2 years after the merger (T2). Results indicate that pre‐merger identification primarily influences post‐merger identification at the same organizational level. Furthermore, the determinants of employees' overall organizational identification differ from the determinants of employees' division identification. Internal communication climate is particularly important for employees' identification with their division. PEP affects employees' identification with the overall organization. Management implications are discussed for monitoring employee identification both in times of (internal) mergers and in general.     

Social Identity Change During an Intergroup Merger: The Role of Status,Similarity, and Identity Threat

Conducted during the merger between two hospitals, this longitudinal study (N = 149) revealed that at both Time 1 (i.e., questionnaire completed 12 months prior to the merger) and Time 2 (completed 1 year after the merger had been implemented), employees from the low-status premerger organization generally reported lower adjustment to the merger. Whereas Time 2 identity threat predicted lower and decreased identification with the new merged organization and perceptions of a common in group identity, perceived similarities between the merging organizations at Time 2 predicted higher identification with the new merged organization and higher perceptions of a common in group identity.     

Perceived procedural justice and employee responses to an organizational merger

This study investigated the effects of procedural justice perceptions on employee responses to an organizational merger. On the basis of research on organizational justice and the social psychological theory of intergroup relations, our main hypothesis was that perceived justice of the merger implementation is positively related to post-merger organizational identification and perceptions of common ingroup identity. post-merger identification and common ingroup identity, in turn, were hypothesized to be related to positive attitudes towards the employees of the merger partner and to extra-role behaviour. Results based on a sample of 189 employees from a merged organization indicated partial support for our hypotheses. Implications for further research and merger management are discussed.     

When Your Team is Not Really Your Team Anymore: Identification with a Merged Basketball Club

In this questionnaire study it was tested to what extent identification with a merged basketball club could be predicted on the basis of six concepts derived from a social identity perspective on mergers. Respondents were 160 fans and 91 youth players of a Belgian first division basketball club that had merged the previous season. A direct multiple regression analysis indicated that, both for fans and youth players identification with the pre-merger club was the best predictor of identification with the new merger club, followed by the perceived success of the merger. Two other concepts emerged as significant, though modest, predictors of post-merger identification for fans and youth players: the perceived necessity of the merger and their satisfaction with the merger process. For the fans, the perceived continuity/representation of the in-group in the merger group was also a significant predictor. Together, the hypothesized predictors accounted for 70% of the total variance in their post-merger identification. This high percentage underlines the relevance of a social-psychological perspective on how sport fans' react to mergers. For youth players, 61% of the total variance in their post-merger identification was explained, which suggests that the processes that facilitate fans and youth players’ post-merger identification are quite similar.     

Predictors of change in postmerger identification during a merger process: a longitudinal study

Adopting an intergroup perspective, the authors examined predictors of change in postmerger identification throughout a merger. Data were collected over 3 points of measurement from 157 students of a newly merged university. The 1st questionnaire was distributed 4 months after the implementation of the merger; the following 2 were distributed 6 months and 1 year thereafter. With its longitudinal design, this study replicates and extends past results by revealing predictors of change in organizational identification for members of the dominant and subordinate organizations throughout a merger process. As predicted, postmerger identification increased only slowly for members of both the dominant and the subordinate organizations. Multilevel models for change confirmed that the predictive effect of premerger identification on postmerger identification for members of the dominant organization dissipates over time. The effect of in-group typicality unexpectedly varied as a function of organizational membership and was stable over time. Perceived fairness in the merger process positively influenced postmerger identification across members of both organizations; over time the effect of fairness amplified.     

How Groups Merge: The Effects of Merger Integration Patterns on Anticipated Commitment to the Merged Organization1

This study examined the influence of merger integration patterns on expectations about the merger process. The integration patterns included the absorb, in which the merged organization closely resembled the acquiring company; the blend, in which features of both companies were maintained, and the combine, in which the organization resembled neither pre-merger company. Undergraduates role-played employees of a merging organization and written scenarios manipulated the integration pattern and membership in the acquired or acquiring organization. Participants' commitment to the merged organization was most favorable in the combine pattern. Path analyses indicated that the relationship between merger integration pattern and organizational commitment is mediated by the conditions of intergroup contact, perceptions of organizational support, organizational unity, and the degree of threat experienced.     

Mergers and group status: the impact of high,low and equal group status on identification and satisfaction with a company merger,experienced controllability,group identity and group cohesion

Although mergers are seen as tools to enhance business in today's global marketplace, they have had a low success rate, possibly because the focus has been on financial and legal issues rather than on the human factors involved. In this respect, focusing on the social psychological variables, social identity theory can provide an explanation for the failure of most mergers. An experiment based on this theory involving mergers between two workgroups was conducted to investigate the effects of merger‐related status on participants' psychological responses to the mergers. Thirty‐six small groups were assigned to three different status groups (high, low and equal status groups) using the minimal group paradigm. Most negative responses to the merger—in terms of identification with the merger group, satisfaction with the merger, common in‐group identity, group cohesion and controllability—were given by the members of the low status groups. Contrary to expectations, status was not related to the performance of the groups. Theoretical and practical implications are discussed. Copyright © 2007 John Wiley & Sons, Ltd.     

United we win,divided we fail? Effects of cognitive merger representations and performance feedback on merging groups

Research has shown that cognitive representations of mergers influence intergroup evaluations. This paper extends this research by studying how cognitive representations of mergers (one group, dual identity, and two groups) interact with performance feedback (success and failure) to affect intergroup evaluations. Two competing hypotheses were tested, which made different predictions in case of superordinate group salience combined with subgroup salience after merger failure: The subgroup‐salience‐hypothesis predicts that subgroup salience during a merger generally results in pre‐merger ingroup bias toward the pre‐merger outgroup (i.e., two groups and dual identity). The superordinate‐ salience‐hypothesis predicts that subgroup salience only results in pre‐merger ingroup bias if superordinate group salience is low (i.e., two groups). Both hypotheses predict low levels of ingroup bias after merger success. Study 1 confirmed the second hypothesis using a 3 (merger representation: one group, dual identity, and two groups) × 2 (merger feedback: failure and success) design with interacting groups. Study 2 replicated the results in an adapted minimal group paradigm. Copyright © 2007 John Wiley & Sons, Ltd.     

We are still better than them: A longitudinal field study of ingroup favouritism during a merger

The authors examine the impact of predictors for ingroup favouritism and a positive attitude towards a university merger by conducting a longitudinal field study investigating students' perceptions of a merger. Thus, the focus of this paper lies on the developmental and dynamic aspect of social identity processes and the test of directional hypotheses in an applied setting. Based on a cross‐lagged regression approach, it was shown that pre‐merger identification increased favouritism, but favouritism also increased pre‐merger identification. Moreover, ingroup favouritism was uni‐directionally related to a negative attitude towards the merger. Contact with the merger partner revealed lagged effects on ingroup favouritism. These results confirm that issues of identity change and compatibility are crucial aspects in understanding merger adjustment and support. Copyright © 2009 John Wiley & Sons, Ltd.     

Organizational Consolidation in American Protestant Denominations, 1890–1990

The religious sector in the United States is distinctive for the degree to which institutional change occurs not through the birth and death of organizations, but through mergers and schisms occurring among preexisting denominations. In this article we analyze mergers among mainstream Protestant denominations, as a means both to deepen our understanding of the dynamics of denominationalism and to broaden the field of discussion about organizational merger. We argue that patterns of merger in any sector are institutionally embedded: in the religious sector, the interaction of ingrained tradition and historical contingency influences the range of possible merger partners, the perceived advantages to merger, and the power of actors that may encourage or discourage merger. We pursue this argument using event-history data from denominations in four Protestant families between 1890 and 1990 to test hypotheses about the determinants of merger. The analysis shows that merger is influenced by denominational identity (family, racial makeup), organizational characteristics (size, centralization, and membership concentration), and the diffuse influence of the ecumenical movement; many of these effects are time dependent, a result of long-term shifts in the roles of denominational elites.     

Organizational identification and “currencies of exchange”: integrating social identity and social exchange perspectives

We integrate social exchange and social identity perspectives to propose and test the prediction that depending on their level of organizational identification, people may reciprocate the received organizational support using different “currencies of exchange”—reducing turnover intentions or, instead, engaging in extra‐role behavior. Specifically, the relationship of perceived organizational support (POS) with turnover intentions is proposed to be stronger with lower identification, whereas POS is proposed to be more closely related to extra‐role behavior with higher organizational identification. These predictions were supported in a cross‐sectional survey of N = 1,000 employees of a financial services firm. These results speak to the added value of integrating the social exchange perspective with its roots in applied psychology and the social identity perspective with its roots in social psychology in understanding the employee‐organization relationship.     

通过法则关系区分员工对组织的认同与反认同

员工对组织的认同与反认同有相关的心理机制(如员工对自尊的追求)与社会基础(如组织身分的多样性), 但它们是相互独立的两个构念。在个人建立自己的社会身分时, 认同体现了“求同”、而反认同则体现“存异”。基于理论分析所构建的法则关系中, 二者具有不同的前因变量和结果变量。对5家企业250名员工的问卷研究发现, 对组织认同的员工会更倾向于主动维护组织利益, 而对组织反认同的员工在工作中敷衍了事。嵌套的系列结构方程结果表明二者分离的模型对数据的拟合, 好于将二者合并的模型, 验证了这两个构念不同的基本论点。     

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta‐analytically combined across the seven samples (N = 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts. Copyright © 2008 John Wiley & Sons, Ltd.     

Organizational tenure,work environment perceptions,and employee mental health

The mediating effect of organizational “time investments” on the relationship between work environment perceptions and mental health was explored in two work settings. Participants were 257 managerial-level employees in a line organization and 214 in a staff setting. Results support the hypothesis of greater “responsivity” to perceived organizational stimuli for longer tenured employees, but only in the line setting. The mixed findings in the staff organization suggest that other characteristics of the environment (e.g., systems function) and of its members (e.g., organizational versus occupational identification) need to be considered. Implications for the social responsibilities of organizations to their members are offered in conclusion.     

Predictors of Pupils' and Teachers' Identification With a Merged School

This questionnaire study was designed to assess the relative impact of 8 social psychological predictors of identification with a merged school (i.e., pre-merger identification, in-group representation, satisfaction with in-group representation, in-group continuity, merger success, perceived necessity, satisfaction with information provision, and satisfaction with participation). Respondents were 317 pupils and 68 teachers of a Flemish high school that had merged the previous school year. The results revealed that pupils' identification with the merger school clearly was predicted best by a direct measure of the perceived success of the merger. By contrast, teachers' identification with the merger school was predicted best by their satisfaction with the representation of their pre-merger school in the new merger school. Overall, the included concepts explained 58% of the variance of pupils' identification and 68% of the variance of teachers' identification. These results underline the relevance of a social psychological perspective on school mergers.     

The role of leader relationship quality in the development of employee fit perceptions

Despite being a subject of scholarly inquiry for nearly a century, some components of person–environment fit remain enigmatic. This research seeks to explore the relational factors that are associated with employee identity and how this lens can provide explanatory factors that link leader–employee relationships to employee performance. Across a two‐study, multi‐rater constructive replication design, our results support the tenets of the identity theory that suggests the quality of the leader–employee relationships informs employees of their person–organization (PO) and person–job (PJ) fit, leading to higher performance. Across both the studies, high‐quality leader–employee relations (conceptualized as LMX and trust in leader) were related to higher levels of PO and PJ fit. Our results also indicate that PO and PJ fit uniquely drive higher levels of performance as rated by multiple constituents, helping delineate the impact of PO and PJ fit on work outcomes. Specifically, in Study One (N = 111), PJ fit mediated the relationship between LMX and leader‐rated performance, whereas in Study Two (N = 94), PO fit mediated the relationship between trust in leader and peer‐rated performance. This work provides preliminary support that leaders, through their relationships, can help shape employee fit perceptions and ultimately impact performance. Such knowledge can inform organizations and leaders, and emphasizes the formative role that leaders play in the organizational lives of their employees.     

When Do Employees Identify? An Analysis of Cross‐Sectional and Longitudinal Predictors of Training Group and Organizational Identification1

Organizational research has shown the impact of organizational identification on employees' attitudes and behavior, and its relevance for economic success ( Haslam, 2004 ). Furthermore, the necessity to differentiate levels of identification within organizations has been emphasized ( van Knippenberg & van Schie, 2000 ). Little is known, however, about predictors of different identification levels within organizations and their influence on the development of identification. In a longitudinal study with training groups of flight attendants, we investigated how foci of identification (training group, organization) were differentially predicted by cross‐sectional and longitudinal variables. Interpersonal attraction related to training group identification, whereas professional motivation related to organizational identification. Furthermore, expected job circumstances and professional motivation were longitudinal predictors for training group identification and organizational identification, respectively.     

The challenge of merging: merger patterns, premerger status, and merger support

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 intergroup 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.     

Pride and respect in volunteers' organizational commitment

As volunteer organizations cannot rely on instrumental means to motivate their workers, we examine organizational commitment as a focal indicator of work motivation among volunteers. Based on a social identity analysis and previous work among paid employees, we argue that pride in the organization and respect from the organization predicts organizational commitment among volunteers. We further propose that among volunteers the perceived importance of volunteer work is an antecedent of pride, and that perceived support from the organization is an antecedent of respect. In this study among volunteer workers, Structural Equation Modeling (SEM) offers empirical support for our hypothesized model. In addition to the theoretical significance of developing a model that explains organizational commitment among volunteer workers, this study also has practical relevance, as it indicates that volunteer organizations might convey the importance of volunteer work and provide organizational support to induce pride and respect as a means of enhancing organizational commitment among their volunteers. Copyright © 2007 John Wiley & Sons, Ltd.