Intergroup theory in organizational behavior: The case of post-acquisition management
Abstract
This dissertation examines the utility of intergroup theory for understanding multilevel phenomena in organizational behavior. The study synthesizes a very fragmented, interdisciplinary literature to explicate the theoretical linkages between levels of analysis in organizational behavior. Competing contemporary theories of intergroup behavior, social identity theory, realistic conflict theory and the revised contact hypothesis are then examined to better define a model of intergroup relations in organizations. Based on the literature on acquisitions, the post acquisition integration problem is defined in intergroup terms. The above intergroup theories are used to develop a set of eleven a priori hypotheses regarding three aspects of post acquisition management, goal agreement, synergies and interface management. Five hypotheses derived from Social Identity Theory (SIT), four based on Realistic Conflict Theory (RCT) and two derived from the contact hypothesis are tested in the context of a hospital acquisition. Data from four sources, archives, three sets of interviews with top managers from both organizations, observations and a questionnaire assessing goal agreement and manager's expectations for acquisition success are triangulated to test these hypotheses. Three of the four SIT hypotheses are supported and help to account for the managerial difficulties encountered in the implementation of an acquisition as a function of the cognitive distortions and affective polarization of the intergroup relationships. Three of the four RCT hypotheses are supported indicating the importance of the role of functional dependencies in intergroup relations in organizational contexts. Finally there is both partial support for Hewstone and Brown's (1986) revised contact hypothesis and clear lack of support for traditional versions of this hypothesis which are the basis for many popular approaches to integration management. The study suggests that intergroup relations offers a general theoretical approach to a number of organizational problems which have generated situation specific theory and non additive results.
Degree
Ph.D.
Advisors
King, Purdue University.
Subject Area
Management|Social psychology
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