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The Journal of Applied Behavioral Science
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Employee Self-Perceived Creativity After Mergers and Acquisitions

Interactive Effects of Threat—Opportunity Perception, Access to Resources, and Support for Creativity

Jing Zhou

Rice University

Shung J. Shin

Washington State University

Albert A. Cannella, Jr

Tulane University

This study examined employees' subjective experiences of creativity after mergers. Based on a sample of 484 employees, results showed the following: First, if employees considered the merger as an opportunity (threat), then they perceived that they exhibited greater (less) creativity after the merger; second, organizational support for creativity moderated the relationship between threat perception and self-perceived creativity in such a way that, when compared with employees who saw the merger as an opportunity, employees who saw the merger as a threat experienced greater creativity when support for creativity was high than when support for creativity was low; and, third, there was a three-way interaction among threat perception, support for creativity, and access to resources such that the two-way interaction between threat perception and support for creativity described in the second point was present only when access to resources was high.

Key Words: creativity • innovation • mergers and acquisitions

The Journal of Applied Behavioral Science, Vol. 44, No. 4, 397-421 (2008)
DOI: 10.1177/0021886308328010
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