Abstract

Both academics and practitioners have argued that developing a shared identity is important for the success of mergers and acquisitions (M&As) (van Dick et al. 2006; Millward and Kyriakidou 2004; van Dick 2004). Thus, literature mostly focuses on development of a shared identity, which is seen to be crucial in achieving a positive outcome of M&As. However, research findings also indicate that developing a shared identity can be problematic if the identities of the merging organizations are threatened (Terry and Callan 1998).