SAGE journal articles

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An elaborate investigation of how two top management teams’ identities changed during the initial phases of a merger between two formerly rival healthcare organiza­tions; identifies the emergence of a transitional identity by practitioners (an interim sense about what their organizations were becoming); and offers a process model of organizational identity change during a merger:

Clark, S. M., Gioia, D. A., Ketchen, D. J., and Thomas, J. B. (2010) Transitional identity as a facilitator of organizational identity change during a merger. Administrative Science Quarterly, 55(3): 397–438.

Angwin, D. N. and Vaara, E. (eds.) (2005) Connectivity in merging organizations. Organization Studies, special issue, 26(10): 1447–635.