COPING WITH AN ORGANIZATIONAL MERGER OVER FOUR STAGES

Mel Fugate · Angelo J. Kinicki · Christine L. Scheck

181 citations0/0 files storedPersonnel Psychology

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Organizational Downsizing and Restructuring Job Satisfaction and Organizational Behavior Stress and Burnout Research

Abstract

This longitudinal study examined how individuals cope over 4 stages of a merger. The study replicated and extended past coping research by examining changes in coping variables over time. Employee appraisals, coping resources, negative emotions, and emotion‐focused and problem‐focused coping strategies were measured. Negative appraisal, social support, perceived control, and emotion‐focused coping significantly changed across stages. Coping variables exhibited linear, quadratic, and cubic trends over time, highlighting the complex and dynamic nature of the coping process. The findings provide important insight into how company management may influence employee coping during a merger. Implications for future research also are discussed.

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References

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2007Integration of Social Identities in the Self: Toward a Cognitive-Developmental Model 2009Organizational climate configurations: Relationships to collective attitudes, customer satisfaction, and financial performance.2013Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement 2010Ambivalence toward imposed change: The conflict between dispositional resistance to change and the orientation toward the change agent.2016The impact of restructuring on employee well-being: a systematic review of longitudinal studies

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