Organizational identification after a merger: A social identity perspective
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.
van Knippenberg, D.L., van Knippenberg, B., Monden, L., & de Lima, F.. (2002). Organizational identification after a merger: A social identity perspective. British Journal of Social Psychology, 233–252. Retrieved from http://hdl.handle.net/1765/12193