Status, Legitimacy, and Ingroup Bias in the Context of an Organizational Merger

By D. Terry, A. O’Brien. 2001

164 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/835fdeffd8a0551235f62b1310997b4583fffa41

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Citations in the corpus

With malice toward none and charity for some: ingroup favoritism enables discrimination. (2014, unknown): “Draft of 9 November 2013 -6- dependent variable (Amiot, Terry, & Callan, 2007; Terry & O’Brien, 2001).”
Identity Dynamics in Occupational Dirty Work: Integrating Social Identity and System Justification Perspectives (2006, background): “2A study by Terry and O’Brien (2001) provides a counterexample.”
Organizational Identification During a Merger: Determinants of Employees' Expected Identification With the New Organization (2006, unknown): “will I have to move, will the nature of my job change, or will I even lose my job due to the merger? In the academic literature, many different terms have been used to refer to (aspects of) sense of continuity, such as ‘feelings of uncertainty’ (Jetten, O’Brien and Trindall, 2002), trust in merger (”
Organizational justice and managerial commitment in corporate mergers (2009, background): “), it can indeed be assumed that top management sometimes make biased decisions favoring members of their original organization ( Terry and O'Brien, 2001”
Process-based leadership: Fair procedures and reactions to organizational change ☆ (2005, background): “…valued identities are threatened and may need to change (Anastasio, Bachman, Gaertner, & Dovidio, 1997; Haunschild, Moreland, & Murrell, 1994; Hogan, Curby, & Hogan, 1994; Skevington, 1980; Terry & Callan, 1998; Terry, Callan, & Sartori, 1996; Terry, Carey, & Callan, 2001; Terry & O’Brien, 2001).”
SOCIAL IDENTITY IN INDUSTRIAL AND ORGANIZATIONAL PSYCHOLOGY: CONCEPTS, CONTROVERSIES AND CONTRIBUTIONS (2006, background): “…high-status group typically show ingroup favoritism when evaluating the two groups on status-relevant dimensions, but that they display outgroup favoritism on status-irrelevant dimensions (Terry & Callan, 1998; see also Terry et al., 2001; Terry & O’Brien, 2001; for an overview see Terry, 2003).”
Perceived procedural justice and employee responses to an organizational merger (2004, background): “According to recent research, its intergroup nature should also be taken into account (Haunchild, Moreland, & Murrell, 1994; Terry, Carey, & Callan, 2001; Terry & O’Brien, 2001).”
Understanding the Human Side of Merger and Acquisition (2005, background): “For example, the role of organizational identity is frequently examined in the M&A literature (e.g., Haunschild, Moreland, & Murrell, 1994; Terry & O’Brien, 2001).”
Communication and Social Identity Theory: Existing and Potential Connections in Organizational Identification Research (2007, background): “…notable area of work linking SIT to identification concerns organizational mergers (see Gaertner, Bachman, Dovidio, & Banker, 2001; Terry, 2001; Terry & O’Brien, 2001; van Knippenberg & van Leeuwen, 2001); however, that work has not really incorporated communication to help in examining…”
The Impact of Leadership and Change Management Strategy on Organizational Culture and Individual Acceptance of Change during a Merger (2006, unknown): “This may result in employees of a low status premerger organization being most threatened by the merger situation, resulting in more negative responses to the merger than members of the high-status organization (Terry and O’Brien, 2001).”