Abstract
In the context of the conflicting results of earlier studies, this chapter proposes a model of pre-merger identification and commitment to merger (in a pre-merger setting) by taking into account the multi-dimensional nature of commitment. First it argues that commitment to merger, rather than commitment to organization, drives behaviour in a merger. Then pre-merger identification is hypothesized to be positively related to normative and continuance commitment and either negatively or not significantly related to affective commitment.
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have