Coping with an organizational merger over four stages.

By Mel Fugate, A. Kinicki, Christine L. Scheck. 2002

182 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/91029926aed9ce877c0f99ae0cb2adbfd7f9c7a8

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In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Job uncertainty and personal control during downsizing: A comparison of survivors and victims (2005, background): “Other research has shown that uncertainty and strain responses are heightened during the anticipation and implementation stage of change compared with the aftermath (Fugate et al., 2002; Parker et al., 1997; Pollard, 2001).”
Resources for change: The relationships of organizational inducements and psychological resilience to employees' attitudes and behaviors toward organizational change. (2012, background): “Since past studies examining the effects of employees’ affect on their reactions to change have mostly focused on negative emotions (e.g., Fugate et al., 2002; Kiefer, 2005), little attention has been given to the role of employees’ positive emotions during change or to the role of psychological…”
The Impact of Change Process and Context on Change Reactions and Turnover During a Merger (2010, background): “Although a number of studies have examined mergers (e.g., Fugate et al., 2002), Seo and Hill (2005) characterized research in the area as fragmented and fairly limited.”
A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational Identification (2006, background): “Given the scarcity of research investigating adaptation and coping processes as the merger unfolds (cf. Armstrong-Stassen et al., 2001; Fugate et al., 2002), further longitudinal research is needed to replicate and explain these findings.”
Perceptions of organizational change: a stress and coping perspective. (2006, background): “Cognitive appraisal, or the meaning that individuals give to a particular event, plays a central role in the transactional model (Dewe, 1991; Fugate et al., 2002; Lazarus & Folkman, 1984).”
Authentic Leadership Perception, Trust in the Leader, and Followers’ Emotions in Organizational Change Processes (2016, background): “Some articles are mainly interested in managers’ emotions (e.g., Balogun et al., 2010; Huy, 2002; Kiefer, 2002; Mossholder, Settoon, Armenakis, & Harris, 2000; Vince, 2006) and others in the relation between emotion and time (e.g., Fugate et al., 2002; Giæver, 2009a; Smollan et al., 2010).”
Longitudinal associations between employees’ beliefs about the quality of the change management process, affective commitment to change and psychological empowerment (2016, background): “However, employees’ support for change has been linked positively to constructs related to PE, or specific dimensions of PE, such as self-efficacy (e.g. Cunningham et al., 2002; Herold et al., 2007) or perceived control (e.g. Fugate et al., 2002).”
Do Perceptions of Ethical Conduct Matter During Organizational Change? Ethical Leadership and Employee Involvement (2014, background): “If employees’ reactions are considered, there may be less resistance to change and enhanced well-being (Bordia et al. 2004; Fugate et al. 2002).”
A dispositional approach to employability: Development of a measure and test of implications for employee reactions to organizational change (2008, background): “Furthermore, research consistently shows benefits for control coping with organizational change (e.g. Ashford & Taylor, 1990; Fugate et al., 2002).”
Distributive justice, procedural justice, exemplarity, and employees’ willingness to cooperate in M&A integration processes : An analysis of the Air France-KLM merger (2011, background): “This may constitute a serious methodological issue since employees’ attitudes and behaviors are likely to evolve during the different stages of the integration process (Cartwright & Cooper, 1997; Fried et al., 1996; Fugate et al., 2002), and retrospective judgments are likely to be biased.”
Change Recipients’ Reactions to Organizational Change (2011, background): “More directly related to change recipients’ change reactions, negative emotions were strongly associated with negative appraisals of a merger (Fugate et al., 2002).”