The primary aim of the following research was to investigate the impact of holding company corporate misconduct on subsidiary-employee attitudes regarding organizational commitment and job satisfaction, as well as how differing ethical integration strategies may moderate these relationships. This study relied on a quasi-experimental, vignette research design to elicit (and examine differences in) participant responses on a series of online, self-report survey measures. Manipulations within four conditions were used to test hypotheses related to subsidiary-employee perception of a parent company’s ethical conduct. Specifically looked at was how the influence on job satisfaction and organizational commitment, the impact of subsidiary control over ethics policies following an acquisition and whether a greater reliance on social media may strengthen these relationships. Analyses revealed many significant main effects related to perceptions of ethical stance and policy control, however little support was found for the potential moderating effects of policy control or social media use. Nevertheless, there are many important implications which can be drawn from this research as well as additional questions which may necessitate a closer examination of contemporary acquisition strategy.
|Advisor:||Daus, Catherine S.|
|Commitee:||Berkley, Robyn A., Nadler, Joel T.|
|School:||Southern Illinois University at Edwardsville|
|School Location:||United States -- Illinois|
|Source:||MAI 55/03M(E), Masters Abstracts International|
|Keywords:||Acquisitions, Codes, Ethics, Mergers, Training|
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