Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization

By Jos Bartels, Rynke Douwes, Menno D. T. de Jong, Ad Pruyn. 2006

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Relationships of Organizational Justice and Organizational Identification: The Mediating Effects of Perceived Organizational Support in Hong Kong (2008, background): “Indeed, Wallach (1993) has suggested that a supportive communication climate conveys the elements of openness and trust to employees and such support may facilitate them to link the fate of the organization to their own (Scott et al., 1999; Smidts et al., 2001; Bartels et al., 2006; Bartels et al., ”
Identification in Organizations: An Examination of Four Fundamental Questions (2008, background): “…on mergers suggests that identification with a premerger organization is likely to positively predict identification with the postmerger organization if the latter respects and incorporates the identity of the former (e.g., Bartels et al., 2006; van Leeuwen, van Knippenberg, & Ellemers, 2003).”
Consistency Matters! How and When Does Corporate Social Responsibility Affect Employees’ Organizational Identification? (2016, methodology): “…1 (Cronbach’s a5 0.86) measured with the same six-item scale as at Time 3 (Mael and Ashforth, 1992), as previous studies showed that previous identification states are a strong predictor of a later state of identification (Bartels et al., 2006; van Dick et al., 2004; Van Knippenberg et al., 2002).”