Martin R. Edwards, Jukka Lipponen, Janne Kaltiainen, Matthew Hornsey
{"title":"合并前的忠诚度会帮助还是阻碍合并后的留任?纵向研究","authors":"Martin R. Edwards, Jukka Lipponen, Janne Kaltiainen, Matthew Hornsey","doi":"10.1111/1467-8551.12789","DOIUrl":null,"url":null,"abstract":"<p>Mergers potentially threaten employees’ organizational identities. For some, a merger could be a trigger to seek employment elsewhere, but the factors associated with increased withdrawal cognitions post-merger necessitate further research. Using a longitudinal, pre- and post-merger design, we investigated two competing predictions drawing on social identity theory: a vulnerability hypothesis (high identification with the pre-merger organization will be associated with increased withdrawal cognitions over time) versus a buffer hypothesis (high pre-merger identification will be associated with decreased withdrawal cognitions over time). Employees from two public sector organizations were surveyed two months before and 22 months after a merger (N = 869). Consistent with the buffer hypothesis, higher pre-merger identification was associated with lower pre-to-post-merger withdrawal cognitions. We found that this relationship was moderated by both pre-merger professional and workgroup identification, highlighting the importance of considering multifoci identification patterns in a merger context. Findings indicate that work-related identification plays a key buffering role through organizational-level change, with pre-merger identification potentially helping retain staff through the merger storm. Thus, our study contributes to social identity theory by showing that an abundance of pre-merger identification forms should help employees navigate the challenges faced during the change experienced with an organizational merger.</p>","PeriodicalId":48342,"journal":{"name":"British Journal of Management","volume":null,"pages":null},"PeriodicalIF":4.5000,"publicationDate":"2024-01-26","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12789","citationCount":"0","resultStr":"{\"title\":\"Do Pre-merger Loyalties Help or Hinder Post-merger Retention? A Longitudinal Study\",\"authors\":\"Martin R. Edwards, Jukka Lipponen, Janne Kaltiainen, Matthew Hornsey\",\"doi\":\"10.1111/1467-8551.12789\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"<p>Mergers potentially threaten employees’ organizational identities. For some, a merger could be a trigger to seek employment elsewhere, but the factors associated with increased withdrawal cognitions post-merger necessitate further research. Using a longitudinal, pre- and post-merger design, we investigated two competing predictions drawing on social identity theory: a vulnerability hypothesis (high identification with the pre-merger organization will be associated with increased withdrawal cognitions over time) versus a buffer hypothesis (high pre-merger identification will be associated with decreased withdrawal cognitions over time). Employees from two public sector organizations were surveyed two months before and 22 months after a merger (N = 869). Consistent with the buffer hypothesis, higher pre-merger identification was associated with lower pre-to-post-merger withdrawal cognitions. We found that this relationship was moderated by both pre-merger professional and workgroup identification, highlighting the importance of considering multifoci identification patterns in a merger context. Findings indicate that work-related identification plays a key buffering role through organizational-level change, with pre-merger identification potentially helping retain staff through the merger storm. Thus, our study contributes to social identity theory by showing that an abundance of pre-merger identification forms should help employees navigate the challenges faced during the change experienced with an organizational merger.</p>\",\"PeriodicalId\":48342,\"journal\":{\"name\":\"British Journal of Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":4.5000,\"publicationDate\":\"2024-01-26\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://onlinelibrary.wiley.com/doi/epdf/10.1111/1467-8551.12789\",\"citationCount\":\"0\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"British Journal of Management\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12789\",\"RegionNum\":2,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"BUSINESS\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"British Journal of Management","FirstCategoryId":"91","ListUrlMain":"https://onlinelibrary.wiley.com/doi/10.1111/1467-8551.12789","RegionNum":2,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"BUSINESS","Score":null,"Total":0}
Do Pre-merger Loyalties Help or Hinder Post-merger Retention? A Longitudinal Study
Mergers potentially threaten employees’ organizational identities. For some, a merger could be a trigger to seek employment elsewhere, but the factors associated with increased withdrawal cognitions post-merger necessitate further research. Using a longitudinal, pre- and post-merger design, we investigated two competing predictions drawing on social identity theory: a vulnerability hypothesis (high identification with the pre-merger organization will be associated with increased withdrawal cognitions over time) versus a buffer hypothesis (high pre-merger identification will be associated with decreased withdrawal cognitions over time). Employees from two public sector organizations were surveyed two months before and 22 months after a merger (N = 869). Consistent with the buffer hypothesis, higher pre-merger identification was associated with lower pre-to-post-merger withdrawal cognitions. We found that this relationship was moderated by both pre-merger professional and workgroup identification, highlighting the importance of considering multifoci identification patterns in a merger context. Findings indicate that work-related identification plays a key buffering role through organizational-level change, with pre-merger identification potentially helping retain staff through the merger storm. Thus, our study contributes to social identity theory by showing that an abundance of pre-merger identification forms should help employees navigate the challenges faced during the change experienced with an organizational merger.
期刊介绍:
The British Journal of Management provides a valuable outlet for research and scholarship on management-orientated themes and topics. It publishes articles of a multi-disciplinary and interdisciplinary nature as well as empirical research from within traditional disciplines and managerial functions. With contributions from around the globe, the journal includes articles across the full range of business and management disciplines. A subscription to British Journal of Management includes International Journal of Management Reviews, also published on behalf of the British Academy of Management.