Please use this identifier to cite or link to this item:
https://doi.org/10.21256/zhaw-27546| Publication type: | Article in scientific journal |
| Type of review: | Peer review (publication) |
| Title: | Multiple organizational identities and change in ambivalence : the case of a Chinese acquisition in Europe |
| Authors: | Lupina-Wegener, Anna Aleksandra Liang, Shuang van Dick, Rolf Ullrich, Johannes |
| et. al: | No |
| DOI: | 10.1108/JOCM-08-2019-0260 10.21256/zhaw-27546 |
| Published in: | Journal of Organizational Change Management |
| Volume(Issue): | 33 |
| Issue: | 7 |
| Page(s): | 1253 |
| Pages to: | 1275 |
| Issue Date: | 2020 |
| Publisher / Ed. Institution: | Emerald |
| ISSN: | 0953-4814 1758-7816 |
| Language: | English |
| Subjects: | Acquisition; Ambivalence; China; Identity change |
| Subject (DDC): | 658.402: Internal organization 658.406: Innovation management, change management |
| Abstract: | Purpose: Building on social identity theory, the purpose of this paper is to examine how European managers construct their multiple identities after being acquired by a Chinese firm and to determine the key factors contributing to the changing dynamics of multiple organizational identities. Design/methodology/approach: The paper presents a qualitative, single case study of a Chinese acquisition of a European manufacturing firm at two points in time. Findings: We find that multiple identities initially trigger ambivalence toward the acquisition, but over time, the ambivalence diminishes. The reduction of ambivalence results from concurrent integration and separation: a newly constructed boundary spanning the organization separates positive identities from negative ones, and integration interventions foster the development of a new, shared identity. Originality/value: The findings reveal that organizational identity change is facilitated by the aligning of a post-merger identity with the acquired organization's historical identity and by creating an ambivalent boundary spanning identity. |
| URI: | https://digitalcollection.zhaw.ch/handle/11475/27546 |
| Fulltext version: | Published version |
| License (according to publishing contract): | CC BY 4.0: Attribution 4.0 International |
| Departement: | School of Management and Law |
| Organisational Unit: | International Management Institute (IMI) |
| Appears in collections: | Publikationen School of Management and Law |
Files in This Item:
| File | Description | Size | Format | |
|---|---|---|---|---|
| 2020_LupinaWegener-etal_Multiple-organizational-identities-and-change-in-ambivalence.pdf | 367.66 kB | Adobe PDF |  View/Open |
Show full item record
Lupina-Wegener, A. A., Liang, S., van Dick, R., & Ullrich, J. (2020). Multiple organizational identities and change in ambivalence : the case of a Chinese acquisition in Europe. Journal of Organizational Change Management, 33(7), 1253–1275. https://doi.org/10.1108/JOCM-08-2019-0260
Lupina-Wegener, A.A. et al. (2020) ‘Multiple organizational identities and change in ambivalence : the case of a Chinese acquisition in Europe’, Journal of Organizational Change Management, 33(7), pp. 1253–1275. Available at: https://doi.org/10.1108/JOCM-08-2019-0260.
A. A. Lupina-Wegener, S. Liang, R. van Dick, and J. Ullrich, “Multiple organizational identities and change in ambivalence : the case of a Chinese acquisition in Europe,” Journal of Organizational Change Management, vol. 33, no. 7, pp. 1253–1275, 2020, doi: 10.1108/JOCM-08-2019-0260.
LUPINA-WEGENER, Anna Aleksandra, Shuang LIANG, Rolf VAN DICK und Johannes ULLRICH, 2020. Multiple organizational identities and change in ambivalence : the case of a Chinese acquisition in Europe. Journal of Organizational Change Management. 2020. Bd. 33, Nr. 7, S. 1253–1275. DOI 10.1108/JOCM-08-2019-0260
Lupina-Wegener, Anna Aleksandra, Shuang Liang, Rolf van Dick, and Johannes Ullrich. 2020. “Multiple Organizational Identities and Change in Ambivalence : The Case of a Chinese Acquisition in Europe.” Journal of Organizational Change Management 33 (7): 1253–75. https://doi.org/10.1108/JOCM-08-2019-0260.
Lupina-Wegener, Anna Aleksandra, et al. “Multiple Organizational Identities and Change in Ambivalence : The Case of a Chinese Acquisition in Europe.” Journal of Organizational Change Management, vol. 33, no. 7, 2020, pp. 1253–75, https://doi.org/10.1108/JOCM-08-2019-0260.
Items in DSpace are protected by copyright, with all rights reserved, unless otherwise indicated.