An Investigation of Post-Acquisition Satisfaction with the Merger

Covin, Teresa Joyce; Sightler, Kevin W.; Kolenko, Thomas A.; Tudor, R. Keith

doi:10.1177/0021886396322001

Cited by 53 publications

(50 citation statements)

References 14 publications

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“…Therefore it is surprising that little research has specifically included measures of both organizational identification and job satisfaction as predictors of turnover intention. When both have been measured, both are significantly correlated with turnover intention (e.g., Covin, Sightler, Kolenko, & Tudor, 1996;Van Dick et al, 2004a). However, it is unclear what the distinct impact of job satisfaction and organizational identification might be.…”

Section: Job Satisfaction and Social Identification As Joint Predictomentioning

confidence: 99%

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

Moura

Abrams

Retter

et al. 2008

Euro J Social Psych

118

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The article examines the role of organizational identification and job satisfaction in relation to turnover intentions in seven organizations. Two models are proposed in which either job satisfaction or organizational identification was treated as a mediator of the other's relationship with turnover intention. The organizations varied in terms of culture (Japan vs. UK), and institutional domain (academic, business, health, mail, legal). Within each organization, and meta-analytically combined across the seven samples (N ¼ 1392), organizational identification mediated the relationship between job satisfaction and turnover intention more than job satisfaction mediated the relationship between organizational identification, and turnover intention. Organizational identification also had the larger overall relationship with turnover intention. This pattern remained true when gender, age, type of organization, culture, and length of tenure were accounted for, although the direct relationship between job satisfaction and turnover intention was stronger in private than public organizations and when the ratio of men was higher. The findings are consistent with a social identity theory (SIT) perspective and with the idea that identification is a more proximal predictor of turnover intention. Over and above job satisfaction, organizational identification offers a strong psychological anchor that discourages turnover intention in a range of organizational contexts.

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Section: Job Satisfaction and Social Identification As Joint Predictomentioning

confidence: 99%

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

Moura

Abrams

Retter

et al. 2008

Euro J Social Psych

118

View full text Add to dashboard Cite

show abstract

“…The distinctions between us and them can continue for months or even years after formal integration (Covin, Sightler, Kolenko, & Tudor, 1996;DelVecchio, 1999;Panchal & Cartwright, 2001;Singer & Yankey, 1991). Management can play a key role in reducing competition and unrest by supporting staff transition activities as part of developing a new organizational culture.…”

Section: Staff Satisfaction and Organizational Commitmentmentioning

confidence: 99%

Managing Nonprofit Mergers: The Challenges Facing Human Service Organizations

Benton

Austin

2010

Administration in Social Work

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“…In addition, research on satisfaction with the merger also points to similar findings. In a study of 2845 employees of a merged manufacturing company, Covin, Sightler, Kolenko, and Tudor (1996) found that employees of the acquired firm had lower levels of satisfaction with the merger than employees of the acquiring firm.…”

Section: Psychological Variables Affected By Merger-related Status DImentioning

confidence: 99%

Mergers and group status: the impact of high, low and equal group status on identification and satisfaction with a company merger, experienced controllability, group identity and group cohesion

Fischer

Greitemeyer

Omay

et al. 2007

Community & Applied Soc Psy

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Although mergers are seen as tools to enhance business in today's global marketplace, they have had a low success rate, possibly because the focus has been on financial and legal issues rather than on the human factors involved. In this respect, focusing on the social psychological variables, social identity theory can provide an explanation for the failure of most mergers. An experiment based on this theory involving mergers between two workgroups was conducted to investigate the effects of mergerrelated status on participants' psychological responses to the mergers. Thirty-six small groups were assigned to three different status groups (high, low and equal status groups) using the minimal group paradigm. Most negative responses to the merger-in terms of identification with the merger group, satisfaction with the merger, common in-group identity, group cohesion and controllability-were given by the members of the low status groups. Contrary to expectations, status was not related to the performance of the groups. Theoretical and practical implications are discussed.

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An Investigation of Post-Acquisition Satisfaction with the Merger

Cited by 53 publications

References 14 publications

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

Identification as an organizational anchor: how identification and job satisfaction combine to predict turnover intention

Managing Nonprofit Mergers: The Challenges Facing Human Service Organizations

Mergers and group status: the impact of high, low and equal group status on identification and satisfaction with a company merger, experienced controllability, group identity and group cohesion

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