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1 – 5 of 5Maimunah Ismail and Nordahlia Umar Baki
This paper aims to examine the influence of two organizational factors, namely, organizational justice and organizational culture, on organizational identification as perceived by…
Abstract
Purpose
This paper aims to examine the influence of two organizational factors, namely, organizational justice and organizational culture, on organizational identification as perceived by employees following merger and acquisition (M&A) in Malaysia.
Design/methodology/approach
The study, which adopts the Social Identity Theory as its theoretical foundation, was conducted among employees from selected Malaysian organizations that had undergone M&A from 2009 to 2016. Data were obtained from 302 respondents and analysed using Structural Equation Modelling procedures.
Findings
The results reveal that interactional justice and four dimensions of organizational culture contribute significantly to organizational identification, with a determination power of 61 per cent.
Practical implications
The study offers practical insights to human resource managers in strengthening organizational identification as perceived by employees after an M&A by considering the crucial role of interactional justice and organizational culture.
Originality/value
There have been few investigations that link employees’ perceptions of organizational justice and culture with post-merger organizational identity. This study theorizes on human issues in M&A and enriches the Western literature on organizational identification by providing insights from an Asian (Malaysian) perspective.
Research limitations/implications
The research is limited in terms of respondents who were employed in M&A organizations in the Klang Valley areas in Malaysia. The scope is also limited to an examination of two groups of organizational factors, namely, justice and culture, that lead to organizational identification. Implications to managing human resources from the perspective of organizational development are discussed.
Details
Keywords
Qi Kou, Roziah Mohd Rasdi, Nurfazreen Aina Muhamad Nasharudin, Ahmad Aizuddin Md Rami, Peng Cao and Nordahlia Umar Baki
This study aims to examine the relationship between contextual factors and career exploration. Career adaptability mediates the relationship between social support, sense of…
Abstract
Purpose
This study aims to examine the relationship between contextual factors and career exploration. Career adaptability mediates the relationship between social support, sense of belonging and career exploration.
Design/methodology/approach
This quantitative study involved 291 undergraduates recruited from two universities in China. Data were analyzed using structural equation modeling.
Findings
The results indicated that social support and sense of belonging were positively related to career adaptability. Career adaptability was found to be a mediator between relational predictors and career exploration. Contrary to our hypothesis, the direct path from sense of belonging to career exploration was insignificant.
Originality/value
This study highlights the importance of career adaptability in connecting contextual indicators and career exploration in the Chinese context.
Details
Keywords
Siti Raba'ah Hamzah, Siti Nur Syuhada Musa, Roziah Mohd Rasdi and Nordahlia Umar Baki
Peter Holland, Timothy Bartram, Thomas Garavan and Kirsteen Grant