Corporate Social Responsibility and Employee Responses to M&As

Most of the research in organizational change was conducted from a macro perspective focused on organizational and cultural concerns rather than adopting a micro perspective focused on individuals cognitive concerns (Judge, Thoresen, Pucik, & Welbourne, 1999; Vakola, Tsaousis, & Nikolaou, 2003; Wanberg & Banas, 2000). Despite the repeated calls from academics for this alternative and promising perspective (Beer, Eisenstat, & Spector 1990; Line, 2005; Eneroth & Larsson, 1996, Werhane, 1998), studies with a micro focus still remain relatively limited in the field of organizational change and development (Bray, 1994; Judge et al., 1999; Elias, 2009). A number of theories (see Seo and Hill, 2005 for an overview), such as transformational leadership (Judge et al., 1999), made some advancement at the micro-level, nevertheless, there is still much to be discovered with this perspective (Elias, 2009). More especially, studies adopting a more psychological focus could shed some light on the role and impact of employees reactions in determining the success of organizational change initiatives (Elias, 2009; Judge et al., 1999; Vakola, Tsaousis & Nikolaou, 2003).

Autorentext

Kenneth De Roeck is currently a teaching and research assistant at the Louvain School of Management. He is undertaking PhD studies in Strategy and Organisation studies. His research includes corporate social responsibility, organizational change and identity, organizational behaviour and psychology.