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

School of Psychology, University of Queensland, McElwain Blvd., Brisbane 4072, Australia; Tel.: 61 7 3365 7295 c.amiot{at}psy.uq.edu.au

Deborah J. Terry

Nerina L. Jimmieson

School of Psychology, University of Queensland, McElwain Blvd., Brisbane 4072, Australia

Victor J. Callan

School of Business, University of Queensland, Colin Clark Building, Brisbane 4072, Australia

This study tested the utility of a stress and coping model of employee adjustment to a merger. Two hundred and twenty employees completed both questionnaires (Time 1: 3 months after merger implementation; Time 2: 2 years later). Structural equation modeling analyses revealed that positive event characteristics predicted greater appraisals of self-efficacy and less stress at Time 1. Self-efficacy, in turn, predicted greater use of problem-focused coping at Time 2, whereas stress predicted a greater use of problem-focused and avoidance coping. Finally, problem-focused coping predicted higher levels of job satisfaction and identification with the merged organization (Time 2), whereas avoidance coping predicted lower identification.

Key Words: coping • organizational identification • adjustment • merger

Journal of Management, Vol. 32, No. 4, 552-574 (2006)
DOI: 10.1177/0149206306287542


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