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DOI: 10.1177/0149206306287542 A Longitudinal Investigation of Coping Processes During a Merger: Implications for Job Satisfaction and Organizational IdentificationSchool of Psychology, University of Queensland, McElwain Blvd., Brisbane 4072, Australia; Tel.: 61 7 3365 7295 c.amiot{at}psy.uq.edu.au
School of Psychology, University of Queensland, McElwain Blvd., Brisbane 4072, Australia
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
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