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dc.contributor.authorAmiot, C.
dc.contributor.authorTerry, Deborah
dc.contributor.authorMcKimme, B.
dc.date.accessioned2017-01-30T14:03:20Z
dc.date.available2017-01-30T14:03:20Z
dc.date.created2015-03-03T03:51:06Z
dc.date.issued2012
dc.identifier.citationAmiot, C. and Terry, D. and McKimme, B. 2012. Social Identity Change During an Intergroup Merger: The Role of Status, Similarity, and Identity Threat. Basic and Applied Social Psychology. 34 (5): pp. 443-455.
dc.identifier.urihttp://hdl.handle.net/20.500.11937/37450
dc.identifier.doi10.1080/01973533.2012.712016
dc.description.abstract

Conducted during the merger between two hospitals, this longitudinal study (N = 149) revealed that at both Time 1 (i.e., questionnaire completed 12 months prior to the merger) and Time 2 (completed 1 year after the merger had been implemented), employees from the low-status premerger organization generally reported lower adjustment to the merger. Whereas Time 2 identity threat predicted lower and decreased identification with the new merged organization and perceptions of a common in group identity, perceived similarities between the merging organizations at Time 2 predicted higher identification with the new merged organization and higher perceptions of a common in group identity.

dc.publisherPsychology Press
dc.titleSocial Identity Change During an Intergroup Merger: The Role of Status, Similarity, and Identity Threat
dc.typeJournal Article
dcterms.source.volume34
dcterms.source.number5
dcterms.source.startPage443
dcterms.source.endPage455
dcterms.source.issn0197-3533
dcterms.source.titleBasic and Applied Social Psychology
curtin.accessStatusFulltext not available


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