TY - CONF
T1 - Effects of expectations on reactions to merger: An integrated identity perspective
AU - Pheiffer, Gary
AU - Marson, K.
N1 - Paper presented at the UK Culture and Psychology Conference, University College London, London, UK.
PY - 2024/6/28
Y1 - 2024/6/28
N2 - This paper advocates for a holistic understanding of mergers by integrating Social Identity Theory (SIT) and Identity Process Theory (IPT). While previous research has focused on either SIT or IPT individually, this study argues for a combined approach to gain deeper insights into the psychological effects and HR implications of corporate mergers. Drawing on survey data from 485 Higher Education staff, the study reveals the significant impact of pre-merger expectations on post-merger integration outcomes. Post-merger, negative effects were observed on organizational identification, perceived identity-threat, mental health, and organization-related attitudes. Importantly, disappointment stemming from unmet pre-merger expectations exacerbated these effects. This underscores the importance of effectively managing employee expectations during pre-merger communication. Furthermore, the paper highlights the significance of understanding employees' beliefs about personal inclusion in the new organization, which are influenced by perceived identity-threat and social mobility beliefs. By integrating SIT and IPT, the study sheds light on key dimensions of identity-threat, such as continuity, distinctiveness, self-esteem, and self-efficacy. This integrated approach provides valuable insights into the psychological effects of mergers and offers practical implications for management practices during post-merger integration. The paper will also suggest considering the role of identity threats and identity resilience as concepts to navigate the merger process and politics effectively. Using these concepts to shape merger interventions may be beneficial for successful merger integration strategies. Overall, this integrated framework offers a comprehensive understanding of mergers, promoting positive organizational outcomes through both SIT and IPT lens.
AB - This paper advocates for a holistic understanding of mergers by integrating Social Identity Theory (SIT) and Identity Process Theory (IPT). While previous research has focused on either SIT or IPT individually, this study argues for a combined approach to gain deeper insights into the psychological effects and HR implications of corporate mergers. Drawing on survey data from 485 Higher Education staff, the study reveals the significant impact of pre-merger expectations on post-merger integration outcomes. Post-merger, negative effects were observed on organizational identification, perceived identity-threat, mental health, and organization-related attitudes. Importantly, disappointment stemming from unmet pre-merger expectations exacerbated these effects. This underscores the importance of effectively managing employee expectations during pre-merger communication. Furthermore, the paper highlights the significance of understanding employees' beliefs about personal inclusion in the new organization, which are influenced by perceived identity-threat and social mobility beliefs. By integrating SIT and IPT, the study sheds light on key dimensions of identity-threat, such as continuity, distinctiveness, self-esteem, and self-efficacy. This integrated approach provides valuable insights into the psychological effects of mergers and offers practical implications for management practices during post-merger integration. The paper will also suggest considering the role of identity threats and identity resilience as concepts to navigate the merger process and politics effectively. Using these concepts to shape merger interventions may be beneficial for successful merger integration strategies. Overall, this integrated framework offers a comprehensive understanding of mergers, promoting positive organizational outcomes through both SIT and IPT lens.
M3 - Paper
ER -
