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

Jing Zhou, Shung J. Shin, Albert A. Cannella

Research output: Contribution to journalArticle

38 Scopus citations


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.

Original languageEnglish (US)
Pages (from-to)397-421
Number of pages25
JournalJournal of Applied Behavioral Science
Issue number4
Publication statusPublished - Dec 2008
Externally publishedYes



  • Creativity
  • Innovation
  • Mergers and acquisitions

ASJC Scopus subject areas

  • Applied Psychology

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