Good citizens in times of change: Organizational identification, trust, and citizenship behaviors in response to a threatened identity

This study investigates organizational identity threat and change in a context of an acquisition event. Specifically, how do acquired employees respond to identity-threatening events and what are the behavioral consequences? I argue that despite previous dysfunctional notions of holding on to a greater degree to a potential lost or threatened identity, individuals who protect their threatened identity respond with actions that positively enhance their threatened identity's image. Consequently this results in higher levels of extra-role behaviors toward the organization such as increased levels of organizational citizenship behaviors. Results from a field experiment, that includes three surveys conducted at three points in time, company data, and organizational restructuring events, support positive outcomes of holding on to a greater degree to a threatened identity. This research contributes to theory and research on responses to identity threat by exploring why and when positive responses may result from one's need to hold on to a greater degree during times of threat and change. Moreover, this research examines individual responses from the threatened group (acquired employees in this context) to understand responses from the perspective of lower status group members.