Corporate Social Responsibility and Employee Responses to M&As

Most of the research in organizational change was conducted from a macro perspective focused on organizational and cultural concerns rather than adopting a micro perspective focused on individuals¿ cognitive concerns (Judge, Thoresen, Pucik, & Welbourne, 1999; Vakola, Tsaousis, & Nikolaou, 2003; Wanberg & Banas, 2000). Despite the repeated calls from academics for this alternative and promising perspective (Beer, Eisenstat, & Spector 1990; Line, 2005; Eneroth & Larsson, 1996, Werhane, 1998), studies with a micro focus still remain relatively limited in the field of organizational change and development (Bray, 1994; Judge et al., 1999; Elias, 2009). A number of theories (see Seo and Hill, 2005 for an overview), such as transformational leadership (Judge et al., 1999), made some advancement at the micro-level, nevertheless, there is still much to be discovered with this perspective (Elias, 2009). More especially, studies adopting a more psychological focus could shed some light on the role and impact of employees¿ reactions in determining the success of organizational change initiatives (Elias, 2009; Judge et al., 1999; Vakola, Tsaousis & Nikolaou, 2003).