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  4. Publikationen School of Management and Law
Please use this identifier to cite or link to this item: https://doi.org/10.21256/zhaw-27546
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dc.contributor.authorLupina-Wegener, Anna Aleksandra-
dc.contributor.authorLiang, Shuang-
dc.contributor.authorvan Dick, Rolf-
dc.contributor.authorUllrich, Johannes-
dc.date.accessioned2023-04-05T12:21:00Z-
dc.date.available2023-04-05T12:21:00Z-
dc.date.issued2020-
dc.identifier.issn0953-4814de_CH
dc.identifier.issn1758-7816de_CH
dc.identifier.urihttps://digitalcollection.zhaw.ch/handle/11475/27546-
dc.description.abstractPurpose: 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.de_CH
dc.language.isoende_CH
dc.publisherEmeraldde_CH
dc.relation.ispartofJournal of Organizational Change Managementde_CH
dc.rightshttp://creativecommons.org/licenses/by/4.0/de_CH
dc.subjectAcquisitionde_CH
dc.subjectAmbivalencede_CH
dc.subjectChinade_CH
dc.subjectIdentity changede_CH
dc.subject.ddc658.402: Interne Organisationde_CH
dc.subject.ddc658.406: Innovationsmanagement, Change Managementde_CH
dc.titleMultiple organizational identities and change in ambivalence : the case of a Chinese acquisition in Europede_CH
dc.typeBeitrag in wissenschaftlicher Zeitschriftde_CH
dcterms.typeTextde_CH
zhaw.departementSchool of Management and Lawde_CH
zhaw.organisationalunitInternational Management Institute (IMI)de_CH
dc.identifier.doi10.1108/JOCM-08-2019-0260de_CH
dc.identifier.doi10.21256/zhaw-27546-
zhaw.funding.euNode_CH
zhaw.issue7de_CH
zhaw.originated.zhawNode_CH
zhaw.pages.end1275de_CH
zhaw.pages.start1253de_CH
zhaw.publication.statuspublishedVersionde_CH
zhaw.volume33de_CH
zhaw.publication.reviewPeer review (Publikation)de_CH
zhaw.author.additionalNode_CH
zhaw.display.portraitYesde_CH
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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.


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