One Out of Many? Boundary Negotiation and Identity Formation in Postmerger Integration
Published Online:28 Feb 2013https://doi.org/10.1287/orsc.1120.0814
References
- (1987) Membership Roles in Field Research (Sage, Newbury Park, CA).Crossref, Google Scholar
- (2003) The local selves of global workers: The social construction of national identity in the face of organizational globalization. Organ. Stud. 24:1073–1096.Crossref, Google Scholar
- (1985) Organizational identity. Cummings LL, Staw BM, eds. Research in Organizational Behavior Vol. 7 (JAI Press, Greenwich, CT), 263–295.Google Scholar
- (2006) Organization Evolving (Sage, Thousand Oaks, CA).Google Scholar
- (2007) Status, fairness, and social identification during an intergroup merger: A longitudinal study. British J. Soc. Psych. 46:557–577.Crossref, Google Scholar
- (2012) Collective memory meets organizational identity: Remembering to forget in a firm’s rhetorical history. Acad. Management J. 55:515–540.Crossref, Google Scholar
- (1989) Social identity theory and the organization. Acad. Management Rev. 14:20–39.Crossref, Google Scholar
- (2000) All in a day’s work: Boundaries and micro role transitions. Acad. Management Rev. 2(2):217–230.Google Scholar
- (2004) Organizational restructuring and middle manager sensemaking. Acad. Management J. 47:523–549.Crossref, Google Scholar
- (2004) Employing identity in organizational ecology. Indust. Corporate Change 13:3–32.Crossref, Google Scholar
- (2005) The economic sociology of organizational entrepreneurship: Lessons from the Stanford Project on Emerging Companies. Nee V, Swedberg R, eds. The Economic Sociology of Capitalism (Princeton University Press, Princeton, NJ), 168–203.Google Scholar
- (1996) The road taken: Origins and evolution of employment systems in emerging companies. Indust. Corporate Change 5:239–267.Crossref, Google Scholar
- (2006) Organizational identification during a merger: Determinants of employees’ expected identification with the new organization. British J. Management 17:S51–S69.Crossref, Google Scholar
- (1991) The social self: On being the same and different at the same time. Personality Soc. Psych. Bull. 17:475–482.Crossref, Google Scholar
- (1989) The Human Side of Mergers and Acquisitions: Managing Collisions Between People, Cultures and Organizations (Jossey-Bass, San Francisco).Google Scholar
- (1985) When cultures collide: The anatomy of a merger. Human Relations 38:477–501.Crossref, Google Scholar
- (2007) Leaving a legacy: Position imprints and successor turnover in young firms. Amer. Sociol. Rev. 72:239–267.Crossref, Google Scholar
- (1992) Mergers and Acquisitions: The Human Factor (Butterworth-Heinemann, Oxford, UK).Google Scholar
- (1996) Managing Mergers, Acquisitions and Strategic Alliances: Integrating People and Cultures (Butterworth-Heinemann, Oxford, UK).Google Scholar
- (2010) Transitional identity as a facilitator of organizational identity change during a merger. Admin. Sci. Quart. 55:397–438.Crossref, Google Scholar
- (2004) Identity, ambiguity and change in the wake of corporate spin-off. Admin. Sci. Quart. 49:173–208.Google Scholar
- (2004) Psychological communication interventions in mergers and acquisitions. Stahl GK, Mendenhall ME, eds. Mergers and Acquisitions: Managing Culture and Human Resources (Stanford University Press, Palo Alto, CA), 228–253.Google Scholar
- (2000) Handbook of Qualitative Research, 2nd ed. (Sage, Thousand Oaks, CA).Google Scholar
- (2011) The legacy of pioneering as sensegiving: A case of MNC in endemic organizational conflict. Eur. Management Rev. 8:1–16.Crossref, Google Scholar
- (2011) The creation of culture in merger among equals. Human Resource Management 50:625–649.Crossref, Google Scholar
- (1991) Keeping an eye on the mirror: Image and identity in organizational adaptation. Acad. Management J. 34:517–554.Crossref, Google Scholar
- (1989) Building theories from case study research. Acad. Management Rev. 14:532–550.Crossref, Google Scholar
- (2007) Theory building from cases: Opportunities and challenges. Acad. Management J. 50:25–32.Crossref, Google Scholar
- (1999) An expanded model of organizational identification. Sutton RI, Staw BM, eds. Research in Organizational Behavior Vol. 21 (JAI Press, Greenwich, CT), 163–200.Google Scholar
- (1991) Managing culture as a competitive resource: An identity-based view of sustainable competitive advantage. J. Management 17:191–211.Crossref, Google Scholar
- (1991) Sensemaking and sensegiving in strategic change initiation. Strategic Management J. 12:433–448.Crossref, Google Scholar
- (2000) Organizational identity, image and adaptive instability. Acad. Management Rev. 25:63–81.Crossref, Google Scholar
- (2010) Forging an identity: An insider–outsider study of processes involved in the formation of organizational identity. Admin. Sci. Quart. 55:1–46.Crossref, Google Scholar
- (2006) Organizational identities and the hazard of change. Indust. Corporate Change 155:755–784.Crossref, Google Scholar
- (1991) Managing Acquisitions: Creating Value Through Corporate Renewal (Free Press, New York).Google Scholar
- (1990) Emics and Etics: The Insider/Outsider Debate (Sage, Thousand Oaks, CA).Google Scholar
- (2004) Boundaries in the study of organizations. Human Relations 57:95–103.Crossref, Google Scholar
- (2004) Studying composite boundaries: A framework of analysis. Human Relations 57:9–29.Crossref, Google Scholar
- (2000) Social identity and self-categorization processes in organizational contexts. Acad. Management Rev. 25:121–140.Crossref, Google Scholar
- (2001) Social identity theory and organizational processes. Hogg MA, Terry DJ, eds. Social Identity Processes in Organizational Contexts (Psychology Press, Philadelphia), 1–12.Google Scholar
- (2008) Social identity and self-categorization theory: A historical review. Soc. Personality Psych. Compass 2:204–222.Crossref, Google Scholar
- (2006) Life in the trading zone: Structuring coordination across boundaries in postbureaucratic organizations. Organ. Sci. 17:22–44.Link, Google Scholar
- (1992) Engineering Culture: Control and Commitment in a High-Tech Corporation (Temple University Press, Philadelphia).Google Scholar
- (2000) The Dignity of Working Men: Morality and the Boundaries of Race, Class, and Immigration (Harvard University Press, Cambridge, MA).Crossref, Google Scholar
- (2002) The study of boundaries in the social sciences. Annual Rev. Sociol. 28:167–195.Crossref, Google Scholar
- (2012) Identity struggles in merging organizations renegotiating the sameness-difference dialectic. J. Appl. Behav. Sci. 48:135–167.Crossref, Google Scholar
- (1999) Integrating strategic, organizational, and human resources perspective on mergers and acquisitions: A case survey of synergy realization. Organ. Sci. 10:1–26.Link, Google Scholar
- (2001) Achieving acculturation in mergers and acquisitions: An international case survey. Human Relations 54:1573–1607.Crossref, Google Scholar
- (2001) Grounded Theory in Management Research (Sage, Thousand Oaks, CA).Google Scholar
- (2008) “Citibankers” at Citigroup: A study of the loss of institutional trust after a merger. J. Management Stud. 45:372–401.Crossref, Google Scholar
- (2004) Fragmenting Work: Blurring Organizational Boundaries and Disordering Hierarchies (Oxford University Press, Oxford, UK).Crossref, Google Scholar
- (2010) Employee sensemaking in mergers: How deal characteristics shape employee attitudes. J. Appl. Behav. Sci. 46:329–359.Crossref, Google Scholar
- (1992) Cultures in Organizations: Three Perspectives (Oxford University Press, New York).Crossref, Google Scholar
- (2010) Mergers and acquisitions—Time for a methodological rejuvenation of the field. Scand. J. Management 26:87–95.Crossref, Google Scholar
- (2011) The (mis)measurement of M&A performance—A systematic narrative literature review. Scand. J. Management 27:418–433.Crossref, Google Scholar
- (1994) Qualitative Data Analysis: A Sourcebook of New Methods (Sage, Thousand Oaks, CA).Google Scholar
- (2007) Repertoires of trust: The practice of trust in a multinational organization amid political conflict. Amer. Sociol. Rev. 72:143–165.Crossref, Google Scholar
- (1998) National cultural distance and cross-border acquisition performance. J. Internat. Bus. Stud. 29:137–158.Crossref, Google Scholar
- (1988) Acculturation in mergers and acquisitions. Acad. Management Rev. 13:79–91.Crossref, Google Scholar
- (1993) Organizational Culture in the Management of Mergers (Greenwood, Westport, CT).Google Scholar
- (2008) Managing boundaries in merger integration. Doctoral dissertation, Warwick Business School, University of Warwick, Warwick, UK.Google Scholar
- (2006) Organizing for innovation: Managing the coordination-autonomy dilemma in technology acquisitions. Acad. Management J. 49:263–280.Crossref, Google Scholar
- (2006) Knowledge preservation and transfer during post-acquisition integration. Cooper CL, Finkelstein S, eds. Advances in Mergers and Acquisitions Vol. 5 (JAI Press, San Diego), 51–69.Crossref, Google Scholar
- (2002) Acquiring new technologies and capabilities: A grounded model of acquisition implementation. Organ. Sci. 13:420–441.Link, Google Scholar
- (2005) The power of “organizational culture” as a discursive formation in merger integration. Organ. Stud. 26:1529–1554.Crossref, Google Scholar
- (2007) Of mergers and culture: What happened to shared values and joint assumptions?. J. Organ. Change Management 20:26–43.Crossref, Google Scholar
- (1984) When cultures collide: Issues in acquisition. Kimberly J, Quinn R, eds. The Challenge of Managing Corporate Transitions (Dow Jones & Irwin, Homewood, IL), 107–133.Google Scholar
- (2005) Organizational boundaries and theories of organization. Organ. Sci. 16(5):491–508.Link, Google Scholar
- (1985) Organizational Culture and Leadership (Jossey-Bass, San Francisco).Google Scholar
- (1995) Institutions and Organizations (Sage, Thousand Oaks, CA).Google Scholar
- (2004) Reflections on a half-century of organizational sociology. Annual Rev. Sociol. 30:1–21.Crossref, Google Scholar
- (2002) The strength of corporate culture and the reliability of firm performance. Admin. Sci. Quart. 47:70–91.Crossref, Google Scholar
- (2008) Do cultural differences matter in mergers and acquisitions? A tentative model and examination. Organ. Sci. 19:160–176.Link, Google Scholar
- (1978) Theoretical Method in Social History (Academic Press, New York).Google Scholar
- (1990) Basics of Qualitative Research: Grounded Theory Procedures and Techniques (Sage, Newbury Park, CA).Google Scholar
- (2006) What grounded theory is not. Acad. Management J. 49:633–642.Crossref, Google Scholar
- (1986) Culture in action: Symbols and strategies. Amer. Sociol. Rev. 51:273–286.Crossref, Google Scholar
- (2001) Talk of Love: How Culture Matters (University of Chicago Press, Chicago).Crossref, Google Scholar
- (1981) Human Groups and Social Categories: Studies in Social Psychology (Cambridge University Press, Cambridge, UK).Google Scholar
- (2001) Employee adjustment to an organizational merger: An intergroup perspective. Personality Soc. Psych. Bull. 27:267–290.Crossref, Google Scholar
- (1967/2003) Organizations in Action: Social Science Bases of Administrative Theory (McGraw-Hill, New York).Google Scholar
- (1993) The Cultures of Work Organizations (Prentice-Hall, Englewood Cliffs, NJ).Google Scholar
- (1967) The Forest of Symbols: Aspects of Ndembu Ritual (Cornell University Press, Ithaca, NY).Google Scholar
- (2005) Continuity and change in mergers and acquisitions: A social identity case study of a German industrial merger. J. Management Stud. 42:1549–1569.Crossref, Google Scholar
- (2001) Role-bound actors in corporate combinations: A sociopolitical perspective on post-merger change processes. Scand. J. Management 17:481–509.Crossref, Google Scholar
- (2003) Post-acquisition integration as sensemaking: Glimpses of ambiguity, confusion, hypocrisy, and politicization. J. Management Stud. 40:859–894.Crossref, Google Scholar
- (2011) On the narrative construction of multinational corporations: An antenarrative analysis of legitimation and resistance in a cross-border merger. Organ. Sci. 22:370–390.Link, Google Scholar
- (2005) Language and the circuits of power in a merging multinational corporation. J. Management Stud. 42:595–623.Crossref, Google Scholar
- (2012) The impact of organizational and national differences on social conflict and knowledge transfer in international acquisitions. J. Management Stud. 49:1–27.Crossref, Google Scholar
- (2001) Symbolic boundaries and the re-division of labor: Engineers, workers, and the restructuring of factory life. Res. Soc. Stratification Mobility 18:3–39.Crossref, Google Scholar
- (2001) Organizational identity after a merger: Sense of continuity as a key to post-merger identification. Hogg MA, Terry DJ, eds. Social Identity Processes in Organizational Contexts (Psychology Press, Philadelphia), 249–264.Google Scholar
- (2002) Organizational identification after a merger: A social identity perspective. British J. Soc. Psych. 41:233–252.Crossref, Google Scholar
- (2003) Organizational identification following a merger: The importance of agreeing to differ. Haslam SA, van Knippenberg D, Platow MJ, Ellemers N, eds. Social Identity at Work: Developing Theory for Organizational Practice (Psychology Press, New York), 205–221.Google Scholar
- (2003) Continuing and changing group identities: The effects of merging on social identification and in-group bias. Personality Soc. Psych. Bull. 2:679–690.Crossref, Google Scholar
- (1995) Managerial and organizational cognition: Notes from a trip down memory lane. Organ. Sci. 6:280–321.Link, Google Scholar
- (1996) Corporate culture fit and performance in mergers and acquisitions. Human Relations 49:1181–1202.Crossref, Google Scholar
- (1992) Top management culture conflict in mergers and acquisitions: A lesson from anthropology. Internat. J. Conflict Management 3:285–302.Crossref, Google Scholar
- (1996) National and corporate cultural fit in mergers/acquisitions: An exploratory study. Management Sci. 42:1215–1227.Link, Google Scholar
- (1999) The migration of organizational functions to the work unit level: Buffering, spanning and bringing up boundaries. Human Relations 52:25–47.Crossref, Google Scholar
- (1984) Case Study Research: Design and Methods (Sage, Thousand Oaks, CA).Google Scholar
- (2003) Identity versus culture in mergers of equals. Eur. Management J. 21:185–191.Crossref, Google Scholar

