Speaking of dominance, status differences, and identification: Making sense of a merger

Abstract

This study focuses on the perceptions of faculty members involved in a merger between two South African universities that were historically a ‘white’ and a ‘black’ institution. Combining a sensemaking approach and insights from social identity theory, the study aimed for a better understanding of the dynamics that underlie the processes of identification in organizational settings. Analysis of the transcripts of interviews and a focus group showed the importance of status differences, dominance, and several foci of identification. Surprisingly, employees from both merging partners claimed to be the dominated group in the merger and faculty members described their post‐merger identification in terms of their profession rather than their membership of the organization. These findings draw attention to the dynamic relationship between salient categories of identification.

Mergers and Acquisitions in Africa: A Review and an Emerging Research Agenda

“…It is worth noting that 18 of these studies examined M&A activity in Nigeria with 15 focused on the Nigerian banking industry. Five studies focused on South Africa, examining domestic deals within the country (Horwitz, Anderssen, Bezuidenhout, Cohen, Kirsten, Mosoeunyane, Smith, Thole, & van Heerden 2002;Sehoole 2005;van Vuuren, Beelen, & de Jong 2010), or South African acquirers (Smit & Ward 2007;Wimberley & Negash 2004). With three additional studies focused on bank mergers in Tunisia (Abdelaziz & Bilel 2012;Kammoun & Ammar 2012;Samet 2010), banking was by far the most represented industry in the existing literature.…”

“…In particular, there may be potentially lingering effects of the former apartheid policy in South Africa (e.g. van Vuuren et al 2010), and the colonial ties of many African countries to the United Kingdom and France (e.g. Curwen & Whalley 2011;Mangaliso & Nkomo 2001).…”

“…These beliefs, when they are combined with perceived status differences between firms, frequently hamper effective integration. And a history of prior social stratification may yield perceptions of domination and oppression where none was intended by either firm (van Vuuren et al 2010). As such, social dominance theory (Sidanius & Pratto 1999) may hold unique applications in the illumination of M&A processes in Africa.…”

“…Sehoole 2005;van Vuuren et al 2010). Also, in other instances, mergers were being encouraged and completed in African markets for the primary purpose of facilitating overall national economic development (i.e Curwen & Whalley 2011;Emeni & Okafor 2008;Maude & Okpanachi 2012)…”

Conexão Social Intraorganizacional, Suporte no Trabalho e Identificação Organizacional

“…Entretanto, mais recentemente, vários estudos começaram a apontar que a identificação não decorre apenas de características da organização (Cooper & Thatcher, 2010), mas de vários domínios (foci) relacionais (e.g., Jones & Volpe, 2011;Knippenberg & Schie, 2000;Schaubroeck, Peng, & Hannah, 2013;Vuuren, Beelen, & Jong, 2010;Wieseke, Kraus, Ahearne, & Mikolon, 2012). O conteúdo dos laços sociais nas redes intraorganizacionais está quase que invariavelmente associado à identificação em função de as atividades de trabalho demandarem tanto recursos de tarefa (e.g., autonomia) quanto recursos de base relacional (e.g., confiança, suporte) para sua execução (Freeney & Fellenz, 2013).…”