ABSTRACT
This chapter outlines an intergoup perspective, based on the social identity approach, to an understanding of employee responses to an organizational merger. The social identity approach is a general social psychological perspective on group processes and intergroup relations, which is based on the original social identity theory and its development, self-categorization theory. Intergroup relations in the context of an organizational merger, as in other intergroup contexts, are complicated by the status and power differences between groups. Low-status group members may engage in individual mobility, which reflects efforts to seek membership in a relevant high-status comparison group. In contrast to this individualistic response, low-status group members may engage in group-oriented or collective strategies. The fact that the effects of perceived permeability for the employees of the low-status premerger organization were observed longitudinally adds further support to a social identity perspective on organizational mergers.
