Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration

D.P. Kroon, N.G. Noorderhaven, A.S. Leufkens

Research output: Chapter in Book/Report/Conference proceedingChapterScientificpeer-review

Abstract


Postmerger integration processes have been studied from the perspectives of organizational identity and organizational culture, but these two perspectives have rarely been integrated. We argue that organizational identification and organizational culture differences give rise to two different sets of individual responses that are both important, but for different types of outcomes. An empirical analysis of a large-scale merger between two service sector companies shows that identification with the postmerger organization positively relates to both behavioral intentions and key attitudinal variables. In contrast, our results show that perceived organizational culture differences are negatively related to attitudinal variables. The effect of perceptions of cultural differences on behavioral intentions is mediated by organizational identification.
Original languageEnglish
Title of host publicationAdvances in Mergers and Acquisitions, Vol. 8
EditorsC. Cooper, S. Finkelstein
PublisherEmerald Group Publishing Ltd.
Pages19-42
Publication statusPublished - 2009

Fingerprint

Organizational culture
Post-merger integration
Employee attitudes
Behavioral intention
Cultural differences
Organizational identification
Integration process
Organizational identity
Integrated
Empirical analysis
Service sector
Mergers

Cite this

Kroon, D. P., Noorderhaven, N. G., & Leufkens, A. S. (2009). Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration. In C. Cooper, & S. Finkelstein (Eds.), Advances in Mergers and Acquisitions, Vol. 8 (pp. 19-42). Emerald Group Publishing Ltd..
Kroon, D.P. ; Noorderhaven, N.G. ; Leufkens, A.S. / Organizational identification and cultural differences : Explaining employee attitudes and behavioral intentions during postmerger integration. Advances in Mergers and Acquisitions, Vol. 8. editor / C. Cooper ; S. Finkelstein. Emerald Group Publishing Ltd., 2009. pp. 19-42
@inbook{c209ea0bd73640c7b040e6b57b21b2d9,
title = "Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration",
abstract = "Postmerger integration processes have been studied from the perspectives of organizational identity and organizational culture, but these two perspectives have rarely been integrated. We argue that organizational identification and organizational culture differences give rise to two different sets of individual responses that are both important, but for different types of outcomes. An empirical analysis of a large-scale merger between two service sector companies shows that identification with the postmerger organization positively relates to both behavioral intentions and key attitudinal variables. In contrast, our results show that perceived organizational culture differences are negatively related to attitudinal variables. The effect of perceptions of cultural differences on behavioral intentions is mediated by organizational identification.",
author = "D.P. Kroon and N.G. Noorderhaven and A.S. Leufkens",
year = "2009",
language = "English",
pages = "19--42",
editor = "C. Cooper and S. Finkelstein",
booktitle = "Advances in Mergers and Acquisitions, Vol. 8",
publisher = "Emerald Group Publishing Ltd.",
address = "United Kingdom",

}

Kroon, DP, Noorderhaven, NG & Leufkens, AS 2009, Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration. in C Cooper & S Finkelstein (eds), Advances in Mergers and Acquisitions, Vol. 8. Emerald Group Publishing Ltd., pp. 19-42.

Organizational identification and cultural differences : Explaining employee attitudes and behavioral intentions during postmerger integration. / Kroon, D.P.; Noorderhaven, N.G.; Leufkens, A.S.

Advances in Mergers and Acquisitions, Vol. 8. ed. / C. Cooper; S. Finkelstein. Emerald Group Publishing Ltd., 2009. p. 19-42.

Research output: Chapter in Book/Report/Conference proceedingChapterScientificpeer-review

TY - CHAP

T1 - Organizational identification and cultural differences

T2 - Explaining employee attitudes and behavioral intentions during postmerger integration

AU - Kroon, D.P.

AU - Noorderhaven, N.G.

AU - Leufkens, A.S.

PY - 2009

Y1 - 2009

N2 - Postmerger integration processes have been studied from the perspectives of organizational identity and organizational culture, but these two perspectives have rarely been integrated. We argue that organizational identification and organizational culture differences give rise to two different sets of individual responses that are both important, but for different types of outcomes. An empirical analysis of a large-scale merger between two service sector companies shows that identification with the postmerger organization positively relates to both behavioral intentions and key attitudinal variables. In contrast, our results show that perceived organizational culture differences are negatively related to attitudinal variables. The effect of perceptions of cultural differences on behavioral intentions is mediated by organizational identification.

AB - Postmerger integration processes have been studied from the perspectives of organizational identity and organizational culture, but these two perspectives have rarely been integrated. We argue that organizational identification and organizational culture differences give rise to two different sets of individual responses that are both important, but for different types of outcomes. An empirical analysis of a large-scale merger between two service sector companies shows that identification with the postmerger organization positively relates to both behavioral intentions and key attitudinal variables. In contrast, our results show that perceived organizational culture differences are negatively related to attitudinal variables. The effect of perceptions of cultural differences on behavioral intentions is mediated by organizational identification.

M3 - Chapter

SP - 19

EP - 42

BT - Advances in Mergers and Acquisitions, Vol. 8

A2 - Cooper, C.

A2 - Finkelstein, S.

PB - Emerald Group Publishing Ltd.

ER -

Kroon DP, Noorderhaven NG, Leufkens AS. Organizational identification and cultural differences: Explaining employee attitudes and behavioral intentions during postmerger integration. In Cooper C, Finkelstein S, editors, Advances in Mergers and Acquisitions, Vol. 8. Emerald Group Publishing Ltd. 2009. p. 19-42