| While scholarly literature defined identity as a multilevel construct, past studies were limited in conceptualization and methodology by studying identity on a single level. Social identity theory provided a conceptual framework for this mixed method inquiry. The purpose of this study was to understand the relationship between the identities of government personnel and their perceptions of their organization in a postmerger environment. Concurrent triangulation strategy guided analysis. The Stevick-Colaizzi-Keen method of data analysis, analysis of variance, and post-hoc tests were conducted. From 833 responses to open-ended survey questions, 2 focus group transcripts, and 1 individual interview transcript, 594 significant statements and 10 themes were identified. Current perceptions of the organization were ones of confusion, segregation, and mission degradation. Perceptions of the future organization were bipolar; most perceptions were hopeful, others focused on disbandment. Responses indicated strong attachments to the working group but various levels of attachment to the overall organization. Survey results corroborated qualitative data, indicating organizational members had higher group identity than organizational, division, and job identity. Organizational members are experiencing a nebulous environment where multiple sources of organizational foci are shifting. Recommendations for practice were centered on structure, mission and vision, and organizational identity to facilitate organizational change. The social change implications of this research are that with careful planning, individuals involved in mergers will have smoother transitions. Knowledge gained by this research may assist other organizations to avoid organizational problems such as increased turnover and absenteeism. Further research in identity based trust and change overload is warranted. |
