A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification

By Catherine E. Amiot, D. Terry, N. Jimmieson, Victor Callan. 2006

292 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/8c076c71a319824caf64186c91f647ce28ab1e16

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Change Recipients’ Reactions to Organizational Change (2011, methodology): “…Naswall et al. (2005) (2) Ashford (1988); Fugate et al. (2002); Martin et al. (2005); Paulsen et al. (2005); Wanberg and Banas (2000) Self-efficacy Amiot et al. (2006); Armenakis et al. (2007); Ashford (1998); C. E. Cunningham et al. (2002); Eby et al. (2000); Herold et al. (2007); Holt et al.…”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “With a few exceptions (Amiot et al., 2006; Axtell et al., 2002; Bommer et al., 2005; Fugate et al., 2002), most research on ACC has been cross-sectional, which severely limits causal inference.”
Employee participation and engagement in working for the environment (2015, methodology): “Drawing on the work of researchers such as Amiot et al. (2006) and 493 Employee participation and engagement”
Employee perceptions of organizational change: impact of hierarchical level (2008, methodology): “During change some employees may also have trouble disengaging from the old organization, as they feel a sense of loss with having to “let go” of the old and highly-valued structures, methods and rules ( Amiot et al. , 2006”
Crafting the Change: The Role of Employee Job Crafting Behaviors for Successful Organizational Change (2018, background): “Such responses entail a rigid and disengaging approach to a new situation and are ineffective ways to cope with organizational change (Amiot et al., 2006).”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “Both job satisfaction and turnover intentions are important indicators of employees’ adjustment to organizational change (e.g., Amiot et al., 2006; Rafferty & Griffin, 2006).”
Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership (2016, background): “an important indicator of employees’ adjustment to organizational change (Amiot et al. 2006). For example, Rafferty and Griffin (2006) empirically demonstrated that employee’s feeling of uncertainty and lack of esteem fully”