A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification
研究企业合并后员工如何通过应对策略适应变化，发现积极事件提升自我效能感，进而促进问题导向应对，最终提高工作满意度和组织认同；而回避应对则降低认同。
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.