Chapter 8 The emotions of change: merger sentiments, pleasure, and emotional expression

Stanley G. Harris; Eric B. Gresch

doi:10.1108/S1746-9791(2010)0000006012

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Research on Emotion in Organizations

ISSN: 1746-9791
Series editor(s): Neal M. Ashkanasy, Wilfred J. Zerbe and Charmine E. J. Härtel

Subject Area: Organization Studies

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Chapter 8 The emotions of change: merger sentiments, pleasure, and emotional expression

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Title:	Chapter 8 The emotions of change: merger sentiments, pleasure, and emotional expression
Author(s):	Stanley G. Harris, Eric B. Gresch
Volume:	6 Editor(s): Wilfred J. Zerbe, Härtel Charmine E. J., Ashkanasy Neal M. ISBN: 978-0-85724-177-1 eISBN: 978-0-85724-178-8
Citation:	Stanley G. Harris, Eric B. Gresch (2010), Chapter 8 The emotions of change: merger sentiments, pleasure, and emotional expression, in Wilfred J. Zerbe, Härtel Charmine E. J., Ashkanasy Neal M. (ed.) Emotions and Organizational Dynamism (Research on Emotion in Organizations, Volume 6), Emerald Group Publishing Limited, pp.189-220
DOI:	10.1108/S1746-9791(2010)0000006012 (Permanent URL)
Publisher:	Emerald Group Publishing Limited
Article type:	Chapter Item
Abstract:	Heightened levels of emotions, often negative, accompany the prospect and implementation of organizational changes. The failure to manage the emotions of change is cited as a reason for implementation problems and resistance to change. In this chapter, we examine the influences and consequences of emotions in the context of a large merger. Specifically, we examine the relationships between three cognitive assessments of the merger and the emotional reaction of pleasure toward the merger. With regard to consequences, we explore how pleasure with the merger relates to the length and affective tone of written suggestions for organizational improvements and postmerger attitudes of job satisfaction and turnover intention. Implications of our results are drawn for both scholars and organizational change agents.