Employee self-perceived creativity after mergers and acquisitions: Interactive effects of threatĝ€"opportunity perception, access to resources, and support for creativity

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.