When what we get is not what we want - The role of implemented versus desired merger patterns in support for mergers and perceived fairness
Gleibs, IH, Taeuber, S, Giessner, SR and Viki, GT (2011) When what we get is not what we want - The role of implemented versus desired merger patterns in support for mergers and perceived fairness Social Psychology, 44 (3). pp. 177-190.
When what we get is not what we want.pdf - Accepted version Manuscript
Available under License : See the attached licence file.
By integrating an intergroup perspective on mergers with discrepancy theories, we argue that merger partners aim for merger patterns that best benefit their group’s standing. Importantly, we hypothesize and show that the discrepancy between what merger partners want and what they actually get affects outcomes essential to merger success. Specifically, we demonstrate that perceived fit between the implemented and the desired merger pattern predicts support for the merger. We further show that this effect is mediated by perceived fairness (Study 1) and emotional reactions to the merger (Study 2). Our findings are generalized across a field study that investigate a real merger between two institutions of higher education (Study 1) and an experiment (Study 2). (PsycINFO Database Record (c) 2013 APA, all rights reserved)
|Divisions :||Faculty of Health and Medical Sciences > School of Psychology|
|Date :||27 July 2011|
|Identification Number :||10.1027/1864-9335/a000102|
|Additional Information :||Copyright 2012 Hogrefe Pubishing. This article does not exactly replicate the final version published in the journal "Social Psychology". It is not a copy of the original published article and is not suitable for citation.|
|Depositing User :||Symplectic Elements|
|Date Deposited :||22 Jul 2014 08:21|
|Last Modified :||22 Jul 2014 13:33|
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