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Cited by

• 2009The double-edged sword of cultural distance in international acquisitions453 cited
• 2001Fear of Exploitation and Fear of Contamination: Impediments to Knowledge Transfer in Mergers between Professional Service Firms447 cited
• 2002Organizational identification after a merger: A social identity perspective366 cited
• 1993The Psychological Impact of Merger and Acquisition on the Individual: A Study of Building Society Managers308 cited
• 2010The Impact of Organizational and National Cultural Differences on Social Conflict and Knowledge Transfer in International Acquisitions260 cited
• 2009Antecedents and outcomes of workplace incivility: Implications for human resource development research and practice250 cited
• 2004Predicting openness and commitment to change247 cited
• 2001Employee Adjustment to an Organizational Merger: An Intergroup Perspective243 cited
• 2006Working Under a Black Cloud: How to Sustain Organizational Identification after a Merger*227 cited
• 1994The Ecological Dynamics of Careers: The Impact of Organizational Founding, Dissolution, and Merger on Job Mobility215 cited
• 2006Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization*211 cited
• 2008Sensegiving and the role of cognitive shifts in the work of leadership209 cited
• 2004