A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification

Amiot, Catherine E., Terry, Deborah J., Jimmieson, Nerina L., & Callan, Victor J. (2006) A longitudinal investigation of coping processes during a merger: Implications for job satisfaction and organizational identification. Journal of Management, 32(4), pp. 552-574.

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Abstract

This study tested the utility of a stress and coping model of employee adjustment to a merger. Two hundred and twenty employees completed both questionnaires (Time 1: 3 months after merger implementation; Time 2: 2 years later). Structural equation modeling analyses revealed that positive event characteristics predicted greater appraisals of self-efficacy and less stress at Time 1. Self-efficacy, in turn, predicted greater use of problem-focused coping at Time 2, whereas stress predicted a greater use of problem-focused and avoidance coping. Finally, problem-focused coping predicted higher levels of job satisfaction and identification with the merged organization (Time 2), whereas avoidance coping predicted lower identification.

Impact and interest:

85 citations in Scopus
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67 citations in Web of Science®

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ID Code: 86071
Item Type: Journal Article
Refereed: Yes
Keywords: Coping, Organizational Identification, Adjustment, Merger
DOI: 10.1177/0149206306287542
ISSN: 0149-2063
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Deposited On: 29 Jul 2015 22:43
Last Modified: 31 Jul 2015 00:08

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