Status, equity and social identification during an intergroup merger: a longitudinal study.
Using an intergroup perspective, this longitudinal study (N=215) examined the adjustment patterns of employees from low vs. high status pre-merger organizations. The first questionnaire was distributed 3 months after the implementation of the merger, whereas the second was completed 2 years later. As predicted, members of the low status group perceived the merger to be implemented in a less fair manner at the start of the merger and reported a decreased adjustment to the merger over time. Members of the high status group showed an increase in adjustment over time, lower in-group bias and a stronger identification with the new merged organization. Path analyses further confirmed that identification with the new merged organization mediated the associations between perceptions of fairness and in-group bias as well as changes in adjustment over time. With its longitudinal design, this study replicates and extends past results by revealing the predictors of adjustment for members of low vs. high status groups involved in an intergroup merger.
Amiot
Catherine E
CE
The University of Queensland, Australia. amiot.catherine@uqam.ca
Terry
Deborah J
DJ
Callan
Victor J
VJ
D000223:Adaptation, Psychological; D000328:Adult; D001359:Aviation / Q000458:organization & administration*; D005260:Female; D006801:Humans; D007588:Job Satisfaction; D008137:Longitudinal Studies; D008297:Male; D008875:Middle Aged; D009935:Organizational Affiliation; D009936:Organizational Innovation; D011590:Psychology, Industrial; D011793:Queensland; D012933:Social Identification; D011795:Surveys and Questionnaires