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Personality and Social Psychology Bulletin, Vol. 32, No. 3, 339-352 (2006)
DOI: 10.1177/0146167205282151
© 2006 Society for Personality and Social Psychology, Inc.

The Challenge of Merging: Merger Patterns, Premerger Status, and Merger Support

Steffen R. Giessner

Erasmus University Rotterdam

G. Tendayi Viki

University of Kent

Sabine Otten

University of Groningen

Deborah J. Terry

University of Queensland

Susanne Täuber

Friedrich-Schiller-Universität

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) 3 (merger pattern: assimilation, integration-equality, integrationproportionality) 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.

Key Words: organizational merger • merger patterns • premerger status • organizational dominance


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[Abstract] [PDF]