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| Author: | Bartels, J. (et al.) |
| Title: | Organizational identification during a merger: determinants of employees expected identification with the new organization |
| Journal: | British Journal of Management
2006 : MAR, VOL. 17: special issue, p. S49 S67 |
| Index terms: | mergers organizations managers case studies communication |
| Freeterms: | police |
| Language: | eng |
| Abstract: | The development of organizational identification during a merger is examined with the help of a case study concerning an ongoing police organization merger; data was gathered among both employees who were involved in the merger process and employees who were indirectly involved. Unusually the organizational identification was surveyed as the expected identification before the merger. The expected identification was explained by five factors: (1) identification with the organization before the merger, (2) the idea of continuity, (3) expected benefits of the merger, (4) communication climate in the pre-merger organization and (5) communication regarding the merger. The results show how managers should take notice the departments that have weaker social relationships, because these are likely to identify least to the emerging organization. Communication factors seem to affect the two employee group differently; the communication regarding the merger contributed only to the directly involved employees organizational identification and the communication climate had influence only on the indirectly involved employees identification. |
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