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Organizational Identification during a Merger: The Role of Self‐Enhancement and Uncertainty Reduction Motives during a Major Organizational Change
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References

  • 2003Common method biases in behavioral research: A critical review of the literature and recommended remedies.81,863 cited
  • 2011Sources of Method Bias in Social Science Research and Recommendations on How to Control It15,698 cited
  • 2004The Social Identity Theory of Intergroup Behavior13,460 cited
  • 1986Psychology of intergroup relations10,626 cited
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  • 1992Alumni and their alma mater: A partial test of the reformulated model of organizational identification5,770 cited
  • 1989Social Identity Theory and the Organization5,394 cited
  • 1991The Social Self: On Being the Same and Different at the Same Time5,103 cited
  • 1994Organizational Images and Member Identification4,912 cited
  • 2000Social Identity and Self-Categorization Processes in Organizational Contexts4,031 cited
  • 1991KEEPING AN EYE ON THE MIRROR: IMAGE AND IDENTITY IN ORGANIZATIONAL ADAPTATION.2,929 cited
  • 2008Identification in Organizations: An Examination of Four Fundamental Questions2,848 cited
  • 1999ORGANIZATIONAL CHANGE AND DEVELOPMENT2,825 cited
  • 2009Common Method Bias in Regression Models With Linear, Quadratic, and Interaction Effects

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2,700 cited
  • 2002ADOPTION OF AN ORGANIZATIONAL PRACTICE BY SUBSIDIARIES OF MULTINATIONAL CORPORATIONS: INSTITUTIONAL AND RELATIONAL EFFECTS.2,682 cited
  • Cited by

    • 2017Employees’ responses to an organizational merger: Intraindividual change in organizational identification, attachment, and turnover.70 cited
    • 2020When the going gets tough: Employee reactions to large‐scale organizational change and the role of employee Machiavellianism52 cited
    • 2017How Change Agents’ Motivation Facilitates Organizational Change: Pathways Through Meaning and Organizational Identification43 cited
    • 2018How and when do employees identify with their organization? Perceived CSR, first-party (in)justice, and organizational (mis)trust at workplace42 cited
    • 2019Should I stay or should I go? Multi-focus identification and employee retention in post-acquisition integration29 cited
    • 2017The Impact of Mergers and Acquisitions on the Sales Force28 cited
    • 2017Transformational Leadership and Job Performance: The Role of Organizational Identification28 cited
    • 2022To avoidance or approach: Unraveling hospitality employees’ job crafting behavior response to daily customer mistreatment27 cited
    • 2018Methodologies for process harmonization in the post-merger integration phase23 cited
    • 2023Motivations and outcomes of environmental corporate sustainability in family and non‐family Mexican firms: The mediating role of eco‐innovation strategy19 cited
    • 2019Influence of team members’ characteristics on the sustainability of continuous improvement initiatives19 cited
    • 2017The Role of Social Identity and Communities of Practice in Mergers and Acquisitions18 cited
    • 2017Structural Changes to the Public Sector and Cultural Incompatibility: The Consequences of Inadequate Cultural Integration11 cited