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Organizational identification after a merger: A social identity perspective

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References

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1986Corporate Acquisitions: A Process Perspective1,160 cited
1995

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LOYAL FROM DAY ONE: BIODATA, ORGANIZATIONAL IDENTIFICATION, AND TURNOVER AMONG NEWCOMERS

720 cited

1998Why workers still identify with organizations674 cited

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2005Social Identity in Industrial and Organizational Psychology: Concepts, Controversies and Contributions383 cited
2015Social identities promote well‐being because they satisfy global psychological needs381 cited
2016Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification?327 cited
2006Multiple organizational identification levels and the impact of perceived external prestige and communication climate293 cited
2006A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification285 cited
2010Perceived Organizational Support, Organizational Identification, and Employee Outcomes272 cited
2005Social Identity and Social Exchange: Identification, Support, and Withdrawal from the Job269 cited
2012Intergroup Leadership in Organizations: Leading Across Group and Organizational Boundaries266 cited
2008‘Citibankers’ at Citigroup: A Study of the Loss of Institutional Trust after a Merger247 cited
2007Perceived collective continuity: seeing groups as entities that move through time239 cited
2013A theoretical framework of organizational change237 cited
2007Unity through Diversity: Value-in-Diversity Beliefs, Work Group Diversity, and Group Identification236 cited