Employee Adjustment to an Organizational Merger: An Intergroup Perspective

By D. Terry, Craig J. Carey, Victor Callan. 2001

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Perceived procedural justice and employee responses to an organizational merger (2004, background): “these studies have shown that employee identification with the new organization is a critical factor contributing to the success of the merger (Terry et al., 2001). For instance, a study by Terry et al. (2001) showed that strong identification was related to reduced ingroup bias and high levels of o”
Reducing Intergroup Bias: The Moderating Role of Ingroup Identification (2005, result): “It has recently been suggested that motivations to retain a distinctive social identity may provide an explanation for these divergent findings (see Hornsey & Hogg, 2000; see also Terry et al., 2001).”
MY JOB IS MY CASTLE: IDENTIFICATION IN ORGANIZATIONAL CONTEXTS (2005, background): “In the following study on 365 pilots and engineers of two airlines after a merger the results of the first study could be confirmed (Terry et al., 2001).”
Toward a (Pragmatic) Science of Strategic Intervention: Design Propositions for Scenario Planning (2008, background): “Previous research shows that identification with a new superordinate organizational identity will be stronger when team members perceive boundaries between subgroups as permeable (Ellemers et al. 1990; Terry et al. 2001).”