ABSTRACT
Although interpersonal relations are not always smooth and harmonious, intergroup relations are usually even more conflictual. Group members who are interdependent with other groups are more distrusting and less likely to be concerned vvith maximizing joint outcomes compared to individuals who share interdependence (Schopler & Insko, 1992). As a consequence, the potential for conflict and failure in merged organizations is likely to be higher than in the formation of each original group (Haunschild et aI., 1994). In addition, conflict between groups in merged organizations is generally more intractable than conflict between individuals because disputants arrive with a network of social support for their respective positions. Ironically, in an atmosphere of distrust and propensity for conflict, members of merging groups are expected to identify with the merged entity and to become committed to its well-being, with the hopes of possibly living together "happily ever after."
