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.