This book provides a unique account of how perceived justice is influenced by various aspects
of an organizational merger and investigates the impact on behavior for those involved in the
process. Drawing from both psychological and sociological insights the author considers
justice from an individual and group perspective in light of the political and strategic
implications of mergers and acquisitions. Experiences from two empirical cases are used to
consider the depth of theoretical analysis provided in terms of practical outcomes for both
organizations and employees alike. In this pioneering new book the author explores
communication employee attitudes trust and commitment and the psychological contract between
the employee and the organization emphasizing the importance of developing a new meaning of
organizational culture. Although primarily aimed at an academic audience this book will also
be useful to practitioners as it illuminates the potential pitfalls of overlooking the
importance of fair treatment in the workplace.
