Procedural justice and identification with the acquirer: the moderating effects of job continuity, organisational identity strength and organisational similarity

This study examined factors influencing whether acquired employees identify with their acquirer and the complex role that the different types of continuity play in moderating relationships between procedural justice and post‐acquisition identification. Data were obtained ( n = 156) from a three‐country sample of employees working for a recently acquired multinational. Multiple regressions showed that expected job continuity moderated the relationship between acquirer procedural justice and post‐acquisition identification. Analysis examined combinations of two organisational identity‐related continuity forms (organisational similarity and acquirer organisational identity); results showed complex interactional effects of organisational similarity and acquirer organisational identity on the relationship between justice and identification with the acquirer.