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How Groups Merge: The Effects of Merger Integration Patterns on Anticipated Commitment to the Merged Organization 1
Author(s) -
Mottola Gary R.,
Bachman Betty A.,
Gaertner Samuel L.,
Dovidio John F.
Publication year - 1997
Publication title -
journal of applied social psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.822
H-Index - 111
eISSN - 1559-1816
pISSN - 0021-9029
DOI - 10.1111/j.1559-1816.1997.tb01809.x
Subject(s) - merge (version control) , organizational commitment , perception , psychology , process (computing) , knowledge management , social psychology , business , computer science , information retrieval , neuroscience , operating system
This study examined the influence of merger integration patterns on expectations about the merger process. The integration patterns included the absorb , in which the merged organization closely resembled the acquiring company; the blend , in which features of both companies were maintained, and the combine , in which the organization resembled neither pre‐merger company. Undergraduates role‐played employees of a merging organization and written scenarios manipulated the integration pattern and membership in the acquired or acquiring organization. Participants' commitment to the merged organization was most favorable in the combine pattern. Path analyses indicated that the relationship between merger integration pattern and organizational commitment is mediated by the conditions of intergroup contact, perceptions of organizational support, organizational unity, and the degree of threat experienced.