Working Under a Black Cloud: How to Sustain Organizational Identification after a Merger*
挑战了并购会通过工作不安全感损害员工福祉的传统观点，基于社会认同理论论证组织认同在并购后的关键作用，并基于一项并购研究提出管理建议。
This article argues against the merger folklore that maintains that a merger negatively affects well‐being and work attitudes primarily through the threat of job insecurity. We hold that the workplace is not only a resource for fulfilling a person's financial needs, but that it is an important component of the self‐concept in terms of identification with the organization, as explained by social identity theory. We unravel the key concepts of the social identity approach relevant to the analysis of mergers and review evidence from previous studies. Then, we present a study conducted during a merger to substantiate our ideas about the effects of post‐merger organizational identification above and beyond the effects of perceived job insecurity. We recommend that managers should account for these psychological effects through the provision of continuity and specific types of communication.