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The relationship between the

trust, hope, and normative and
continuance commitment of
merger survivors
David Ozag

Received December 2004

Accepted November 2005

East Carolina University, Greenville, North Carolina, USA

Abstract
Purpose To determine the nature of the relationship between merger survivors trust, hope, and
normative and continuance commitment.
Design/methodology/approach Correlation and multiple regression studies.
Findings The results indicate a statistically significant relationship between merger survivors
trust, hope, and normative commitment. The results of a correlation study indicate no significant
relationship between merger survivors trust, hope, and continuance commitment.
Research limitations/implications One limitation evolved from the scales used to measure the
relationship between the studys constructs. The scales were not isolated to measure particular aspects
of merger survivors trust, hope, nor normative and continuance organizational commitment. Also,
debate exists regarding the proper time to evaluate mergers survivors perceptions regarding the
merger.
Practical implications Trust in management can reduce perceptions of threat and harm, and
facilitate constructive, goal-determined, survivor responses. Hope can enhance merger survivors
sense that they could cope with the merger. In turn, high levels of hope produced more active
responses to the merger. Active and constructive survivor responses can produce positive
commitment toward the organization. Conversely, a lack of trust in management can increase
perceptions of threat and harm in merger survivors. The lack of trust in certain merger survivors can
facilitate destructive responses, where the merger survivors focus is on goals outside the organization.
Originality/value No systematic attempts to understand the relationship among the constructs
has been identified.
Keywords Trust, Organizations, Job satisfaction, Acquisitions and mergers
Paper type Research paper

Introduction
Schweiger and Weber (1989), among others, have listed contributing factors to the level
of merger successes. The factors provided include: the degree of integration and
strategic fit, the appropriateness of purchase prices, and, most commonly, the ability of
merged organizations to manage the human element. Although researchers have
alluded to employees perceptions of trust and hope in the organization as potential
antecedents of their organizational commitment (Brockner et al., 1997; Cascio, 1993;
Journal of Management Development
Vol. 25 No. 9, 2006
pp. 870-883
q Emerald Group Publishing Limited
0262-1711
DOI 10.1108/02621710610692070

This research paper resulted from the researchers dissertation process. The researcher would
like to thank his committee members Dr Lisa Horvath, Dr David Schwandt, Dr Patricia Freitag of
the George Washington University.

Schweiger and DeNisi, 1991), few systematic attempts to understand the relationship
among the constructs has been made. Ozag (2002) reported that a statistically
significant relationship does exist between merger survivors perceptions of trust,
hope, and affective commitment. However, an examination of the literature indicated
no empirical investigations of the relationship between individuals perceptions of
trust and hope as antecedents of merger survivors normative or continuance
organizational commitment. The purpose, then, of this study was to investigate the
possible relationship between merger survivors trust and hope in the organization and
normative and continuance commitment to the organization.
Theoretical model
Organizational commitment focuses on a bond linking individuals to the organization
(Mathieu and Zajac, 1990; Meyer and Allen, 1991, 1997). Employees, in both
organizations that have and have not undergone mergers, demonstrate different forms
of commitment (Meyer and Allen, 1997; OReilly and Chatman, 1986). The forms of
commitment and the behaviors associated with the different forms of commitment are
not limited to organizations where mergers have occurred. However, organizations that
have undergone mergers usually provide particularly poignant examples of what
occurs when organizations respond to human issues.
Normative and continuance commitment
Following a merger, some employees exhibit a strong belief in and acceptance of the
new organizations goals and values. This group of employees also exerts considerable
effort for the new organization, and exhibits a strong desire to maintain membership.
Meyer and Allen (1997) call this form of commitment to the organization affective
commitment. A second group of employees displays behavior that is characteristic of
normative commitment (Wiener, 1982).
According to Wiener, this group of employees does not develop as strong an
emotional attachment to the organization. However, employees who possess high
levels of this form of commitment continue to work productively as a result of cultural,
familial, and organizational ethics that direct their behavior. Finally, a third group of
merger survivors exists. The third group of employees remains with the new
organization not out of loyalty or innate beliefs. This group of employees remains
because they have no job alternatives or have too much invested in the organization to
leave. According to Meyer and Allen, the investments include tenure, retirement,
status, and certain benefits. The third form of organizational commitment, presented
originally by Becker (1960), is referred to as continuance commitment.
Numerous studies (Mathieu and Zajac, 1990; Meyer et al., 2002) have reported
significant relationships between all three commitment forms and both desirable and
undesirable behavioral outcomes regarding attendance, productivity, and employee
well-being. Thus, in addition, to the previously reported results of the relationship
between merger survivors trust, hope, and affective commitment (Ozag, 2002), the
result of this study examine the relationship between merger survivors trust, hope,
and normative and continuance commitment.
Trust. Cummings and Bromiley (1996, p. 303) defined trust:
. . . as an individuals belief or a common belief among a group of individuals that another
individual or group (a) makes good-faith efforts to behave in accordance with any

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commitments both explicit or implicit, (b) is honest in whatever negotiations precede such
commitments, and (c) does not take excessive advantage of another even when the
opportunity is available.

872

Cummings and Bromiley constructed survey items that reflected the three components
of trust. For each of the three dimensions, they developed items that assessed affective
and cognitive elements of trust.
Hope. Another viable source of the organizational commitment of merger survivors
may be the hope they place in the new organization. Snyder et al. (1991, p. 570) defined
hope:
. . . as a cognitive set of a complementary derived sense of successful (1) goal-directed
determination, or agency, and (2) planning of ways to achieve goals, or pathways.

Mergers can create a variety of responses in employees who, in accord with Snyder
et al.s conception of hope, may or may no longer find the will nor, perhaps, the way
to succeed in the new organization.
Trust, hope and organizational commitment. Coping theory (Lazarus and Folkman,
1984) was used as the conceptual framework for explaining different merger survivors
reactions and for explaining the relationship between merger survivors trust, hope,
and normative and continuance commitment.
Stress is conceptualized as a process in which environmental stressors are
mediated by cognitive appraisal which, in turn, leads to individual coping responses
(Mishra and Spreitzer, 1998, p. 572). Cognitive appraisal is the process of categorizing
an encounter, and its various facets, with respect to the significance for well being
(Lazarus and Folkman, 1984, p. 31). Primary and secondary appraisal are
complementary, but distinct, elements of cognitive appraisal. Primary appraisal is
the process where individuals evaluate the potential threat of the stressor, (Mishra
and Spreitzer, 1998, p. 573) such as a merger and its related activities. Secondary
appraisal occurs when individuals evaluate their own resources and their ability to
cope with the stressor (Mishra and Spreitzer, 1998, p. 573). According to Mishra and
Spreitzer, primary and secondary appraisal influences various coping responses,
which explain a persons affective and behavioral efforts to manage a stressful event.
Thus, individual coping responses are contingent upon how individuals interpret
environmental stressors (Lazarus, 1993).
Trust in management may influence the primary appraisal process of merger
survivors by reducing the threat assessments of merger survivors, which, in turn,
may also increase their normative commitment to the organization. Likewise, the
lack of trust in management may have little influence on the primary appraisal
process of merger survivors, which may, in turn, have little affect in reducing their
perceptions of threats and their continuance commitment to the organization.
Cummings and Bromiley (1996) have identified several key dimensions of
trustworthiness. Each dimension additively contributes to a merger survivors
perception of the organizations trustworthiness. Ozag (2001) used the different
dimensions of trust to explain how trust may produce less threatening primary
appraisals.
According to coping theory (Lazarus and Folkman, 1984), merger survivors may
also evaluate their ability to cope with the merger. This process is referred to as
secondary appraisal. Hope may increase survivors perceptions that they have the

ability to cope with the merger. Merger survivors who demonstrate high hope may
demonstrate high normative commitment toward the organization. On the other hand,
the lack of hope may perpetuate continuance commitment of merger survivors. Snyder
et al. (1991, 1996) identified several key dimensions of hope. Each dimension additively
contributes to a merger survivors perception of hope in the organization. Ozag (2001)
used the different dimensions of trust to explain how hope may produce more
productive secondary appraisals.
Research questions and hypotheses
Based on the research framework and the issues cited, the following research question
was proposed and investigated:
RQ1. What is the relationship between merger survivors trust and hope in the
organization, and their normative and continuance commitment?
Employees who demonstrate a high degree of normative commitment are affective
neutral (Meyer and Allen, 1997). Merger survivors whose predominant commitment
type is normative commitment are expected to demonstrate high levels of trust and
organizational commitment across a broad range of organizational actions. Merger
survivors who demonstrate normative commitment are also expected to display high
levels of hope in the form of greater goal determined behavior that creates higher levels
of goal planning and goal attainment. Thus:
H1. There will be a significant positive relationship between merger survivors
trust and hope in the organization, and their normative commitment.
Merger survivors who deem that the organization is not to be trusted may act
destructively (Mishra and Spreitzer, 1998) and may demonstrate lower commitment
(Brockner et al., 1997; Cascio, 1993; Schweiger and DeNisi, 1991). Employees who
predominately demonstrate continuous commitment may also react passively, and
demonstrate less goal determined or agency behavior. Diminished agency behavior
creates diminished pathway behavior and results in decreased goal attainment (Snyder
et al., 1991). Thus:
H2. There will not be a significant relationship between merger survivors trust
and hope in the organization, and their continuance commitment.
Previous research has shown a significant, but small, correlation between personal
characteristics and organizational commitment (Mathieu and Zajac, 1990; Mowday
et al., 1982). Although the researcher did not formulate hypotheses regarding the
demographic influences upon organization members trust and hope in and their
normative or continuance commitment, those factors may play a role in explaining the
relationship between the constructs being investigated. Mathieu and Zajacs
meta-analysis indicated that age, gender, education, organizational tenure, and job
level are among the demographic variables that exercise the most influence upon the
multiple forms of organizational commitment. Thus, to enhance the analysis of merger
survivors normative and continuance commitment, correlation and multiple
regression analysis examining the relationship between merger survivors trust,
hope, normative and continuance commitment and the aforementioned demographic
variables was performed.

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Site selection and sampling

The subjects for the study worked at a financial services company that employed 1,300
employees in its regional headquarters. Survey data were collected from a sample of
employees from the largest division of the financial services organization. A
convenient and purposeful sample of employees who worked in a specific large
division of the company, who remained with the organization after its merger with
another financial services organization, and who had continuously worked for the
merged organization prior to and since the merger, were selected. The survey was
administered to employees in the ten departments in the division that participated in
the study. Surveys were administered to all employees in the division who were at
work the day the survey was administered. The organization provided one hour of time
one afternoon for the employees to complete the survey.
Data gathering methods
The questionnaire used to collect data merged Allen and Meyers (1990, 1996) and
Meyer and Allen (1991, 1997) Normative Commitment Scale and Continuance
Commitment Scale, Cummings and Bromileys (1996) Organizational Trust
Inventory-Short Form (OTI), Snyder et al.s (1996) State Hope Scale, and a
Demographic Instrument (Katzer et al., 1991).
Data analysis
At the time, the survey was administered, the division that participated in the study
had a staff complement of 234 employees. A total of 150 employees (64.1 percent) fit the
description of a merger survivor, which was described earlier. About 18 (12 percent) of
the 150 completed surveys were not included in the data analysis. The 18 respondents
failed to answer one or more of the demographic questions.
The survey sample participants were primarily female (90 percent), married
(57 percent) and were not the primary wage earners in their family (65 percent). About
61 percent reported being full-time, hourly employees, and 77 percent described their
position as non-management. The sample was primarily high school educated.
About 24 percent of the respondents reported having a college degree. About 51 percent
of the participants reported being employed by the company three years or less,
although 64 percent of the respondents said they had ten years or more of total work
experience. Almost half the respondents said they had lived in the community where
the organization was located for ten years or more.
Before proceeding with the testing of the research hypothesis, analysis was
conducted to determine if merger survivors perceptions of trust and hope scores
among individuals differed. The analyses were conducted to determine if the
constructs were different. Means and standard deviations for the independent
variables are presented in Table I.

Table I.
Independent variables
descriptive statistics

Trust
Hope

Mean

SD

49.99
33.42

13.16
8.43

Pearson product-moment correlations

The purpose of the correlation analysis was to investigate the relationship between
merger survivors perceptions of trust and hope and their normative and continuance
organizational commitment. Table II presents a summary of the Pearson
product-moment correlations between the different study constructs.
The results of the analysis were mixed. The data indicated a positive and significant
relationship between merger survivors trust and their normative commitment to the
organization (r 0.623; p , 0.01), and merger survivors perceptions of hope and their
normative commitment (r 0.627; p , 0.01). The results of the study found a
significant relationship between merger survivors hope and continuance commitment
(r 0.176, p , 0.05), but no significant relationship between merger survivors trust
and continuance commitment.
To further understand the relationship between merger survivors perceptions of
trust, hope, and normative and continuance commitment, Pearson product-moment
correlations between the OTI and the state hope scale subscales were also calculated.
Statistically significant correlations between each of the subscales of the OTI and
normative and continuance commitment and each of the subscales for the state hope
scale and normative and continuance commitment were calculated. The correlations
between the OTI and state hope scale scales and normative and continuance
commitment are presented in Table III.
Given that the correlation results did not indicate a significant relationship between
continuance commitment and any of the subscales of trust and hope, correlations
examining the relationship between demographic characteristics of the sample were
not computed. Age (r 0.192, p , 0.05) and education (r 2 0.181, p , 0.05) were

1.
2.
3.
4.

Continuance commitment
Normative commitment
Trust
Hope

0.332 * *
0.036
0.176 *

0.623 * *
0.627 * *

0.556 * *

Notes: n 132; *p , 0.05; * *p , 0.01

OTI subscales
Honesty
Reliability
Integrity
Affective
Cognitive
State hope scale subscales
Agency
Pathway
Notes: n 132; * *p , 0.01

Normative commitment

Continuance commitment

0.610 * *
0.574 * *
0.503 * *
0.541 * *
0.646 * *

0.055
0.026
0.016
0.022
0.045

0.571 * *
0.496 * *

0.144
0.148

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875

Table II.
Quantitative pearson
product moment
correlations

Table III.
Pearson product-moment
correlations between
normative and
continuance commitment
and OTI and the state
hope scale subscales

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significantly and positively related to normative commitment. None of the other

demographic variables selected for analysis in this study produced a significant
relationship with normative commitment. The correlations between the demographic
variables and normative are presented in Table IV.
Multiple regression analyses
Multiple regression analysis was appropriate for explaining the variability in the
dependent variable, normative commitment, given the values of the independent
variables, merger survivors trust and hope and the selected demographic
characteristics. Various levels of multiple regression analyses were performed.
First, multiple regression equations with all potential predictor variables were
computed. Second, given the potential that several of the predictor variables in the
multiple regression equations were significant predictors of normative commitment,
the issue of which individual, combination, or subset of the predictor variables was
most relevant in the prediction of normative commitment arose. To assess this
question, stepwise regression was also performed. Stepwise regression sorted the order
of the predictor variables in the regression model based upon their relationship with
the dependent normative commitment variable and the other predictor variables.
Finally, to triangulate the multiple regression findings, and to focus on the best
predictor model of normative commitment, bivariate regression analysis using the
strongest predictor variable of normative commitment was completed.
Of the possible predictor variables, the statistically significant variables included
merger survivors perceptions of trust and hope. The model which was used to
compute the multiple regression equation for normative commitment produced a
coefficient of determination of 0.497, which was significant ( p , 0.01). The adjusted
coefficient of determination score for this model was 0.469, which was also significant
( p , 0.01). The test of significance, or F-score, for the model was 17.254. This score
was also significant ( p , 0.01). The results of the multiple linear regression analysis
using all seven predicator variables are presented in Table V.
Since, several predictor variables were significant predictors of normative
commitment, the question of which individual or group of the seven predictor
variables was most relevant in the prediction of normative commitment was pertinent
to the analysis. Stepwise regression was utilized to sort the order of the seven predictor
variables in the regression model based upon their relationship with normative
commitment and the other predictor variables. The results of the stepwise regression of
normative commitment on the seven independent predictor variables are shown in
Table VI. All seven predictor variables were used for the stepwise regression.
Normative commitment

Table IV.
Correlations between
normative commitment
and selected demographic
variables

Organizational tenure
Age
Job level
Gender
Education
Notes: n 132; *p , 0.05

0.008
0.192 *
20.018
0.093
20.181 *

Independent variables
Intercept
Organization tenure
Age
Job level
Gender
Education
Trust
Hope
R2
Adjusted R 2
F-score

SE

T-score

23.748
20.068
0.53
0.737
0.137
0.046
0.226
0.381

5.798
0.465
0.539
0.801
1.817
0.617
0.047
0.071
0.497 *
0.469 *
17.254 *

2 0.646
2 0.146
0.989
0.921
0.075
0.075
4.796 * *
5.386 * *

Constant
Hope
T-ratio
Trust
T-ratio
R2

0.569

0.380
0.224

0.389

0.472

877

Table V.
Multiple linear regression
analysis of normative
commitment; n 130

Notes: *p , 0.01; * *p , 0.001

Step

Trust, hope, and

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3
2 0.696
0.379
5.449
0.237
5.312
0.502

The combination of the self-reported measures of merger survivors perceptions of

trust and hope in the organization were the best predictors of normative commitment.
Jointly, these factors accounted for 50.2 percent of the variation in normative
commitment. Thus, when considering the seven predictor variables, both individually
and collectively, merger survivors perceptions of trust and hope were the most
important variables in predicting normative commitment. The remaining predictor
variables were not entered into the stepwise regression model due to the fact that they
did not provide considerable contribution to the prediction of normative commitment
above and beyond that provided by merger survivors perceptions of trust and hope.
The stepwise analysis indicated merger survivors perceptions of hope was the best
single predictor variable of normative commitment. Thus, bivariate regression
analysis was used to investigate the degree and strength of the linear relationship
between merger survivors hope and normative commitment. The results of this
analysis did not provide a regression model that confirmed that normative
commitment was solely a function of merger survivors hope.
Prior to presenting the results of the additional multiple linear regression analysis
for affective commitment and the bivariate regression analysis of normative
commitment, it is important to make the following point. Justification for the additional
multiple linear and bivariate regression analysis was provided by Grimm and Yarnold
(1995). Grimm and Yarnold cautioned against using unnecessary predictor variables
that do not contribute to the understanding of a phenomenon. Grimm and Yarnold
argued that the potential for sample specific findings increases with each additional

Table VI.
Stepwise regression of
normative commitment
on seven predictor
variables; n 130

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predictor variable. This consequence limits the generalizability of the quantitative

findings.
As shown in Table VII, merger survivors perceptions of hope, significantly
predicted normative commitment. However, hope. as an independent predictor, did not
provide as significant an explanation of the variability in merger survivors normative
commitment as did the model that included perceptions of trust and hope. The
coefficient of determination (R 2) of the bivariate model regressing hope and normative
commitment, as highlighted in Table VII, was 39.4 percent. The stepwise model that
indicated merger survivors perceptions of trust and hope were the strongest predictors
of normative commitment produced an R 2 of 50.2 percent (Table VI). Thus, hope
significantly predicted the variability in the dependent constructs of normative
commitment. However, the regression model that examined the relationship between
merger survivors perceptions of trust and hope provided much greater explanatory
power of normative commitment.
Discussion and conclusion
Implications
The findings of this study provided evidence that a relationship exists between merger
survivors trust and hope in the organization and their normative commitment. The
study findings did not produce a significant relationship between merger survivors
perceptions of trust and hope and continuance commitment. Additional research by
Ozag (2001) provided insights regarding the processes that merger survivors partake
into development trustful and hopeful schemas that influenced their normative and
continuance commitment to the organization. The theoretical framework, supported by
Ozags results, identified merger survivors perceptions of trust and hope as key factors
that influenced the merger survivors appraisal processes. Trust in management
reduced perceptions of threat and harm, and facilitated constructive, goal-determined,
survivor responses. Hope enhanced merger survivors sense that they could cope with
the merger. In turn, high levels of hope produced more active responses to the merger.
Active and constructive survivor responses produced affective commitment toward
the organization. Conversely, a lack of trust in management increased perceptions of
threat and harm in merger survivors. The lack of trust in certain merger survivors
facilitated destructive responses, where the merger survivors focus was on goals
outside the organization.
The results of this study also have implications for organizational actions during
mergers. Trust is often are eroded during merger efforts. The importance of good
long-term managerial relationships with employees, beginning long before an

Normative commitment

n
132

Table VII.
Bivariate regression of
normative commitment
on merger survivors hope

R2
Adjusted R 2

0.394
0.389

Notes: * *p , 0.01; * * *p , 0.001

Predictor

SE

T-score

Constant
Hope

4.276
0.584

2.191
0.064

1.952 * *
9.187 * * *

announcement of a merger, is integral. The studys results emphasize the importance of

building trust before, during, and after the merger.
Ozag (2001) used Coping theory (Lazarus and Folkman, 1984) to develop profiles of
merger survivors. Ozag determined that with several merger survivor archetypes,
trust served as a gateway for the manifestation of hope in the organization. In the case
of a fourth archetype, hope was significantly related to the positive commitment the
merger survivor demonstrated following the merger. Thus, organizations and their
managers, who intend to produce a positive work environment following the merger,
need to be conscious of the influence of a merger on the trust and hope of different
merger survivors. Production of a positive work environment following a merger,
however, is often a difficult issue.
Limitations
No clear consensus exists regarding the appropriate time to assess employee attitudes
following a merger (Schweiger and DeNisi, 1991). However, it is safe to state that
merger survivors perceptions of trust and hope and their affective organizational
commitment evolve, develop, and change over time. The data in this case were
collected approximately two years following the merger. This provided adequate time
for merger survivors to develop or not develop trust, hope and affective commitment in
the organization. However, as noted in Farkus and Tetrick (1989), the relationship
between employee attitudes, including their trust and hope in the organization and
affective commitment, may best be examined in a longitudinal study design.
Longitudinal designs, however, are not necessarily always remedies for assessing
causation. According to Farkus and Tetrick, the time frame between data collection
period waves is an important consideration in such designs. If the time frame adopted
is not long enough to permit the development of merger survivors trust and hope and
affective organizational commitment, or if participants experience markedly different
organizational events and actions between data collection periods, then the influence of
reciprocal or cyclical effects can be difficult to interpret. Thus, collection of data at the
time of the event and at several points following the merger may have provided a more
holistic perspective of the relationship between the study constructs.
Another limitation evolved from the scales used to measure the relationship
between the studys constructs. The limitation was that various scales from the
OTI-Short Form (Cummings and Bromiley, 1996), the state hope scale (Snyder et al.,
1996) and the ACS (Meyer and Allen, 1997) were not isolated to measure particular
aspects of merger survivors trust, hope, nor affective organizational commitment. The
scales used in this analysis perhaps provided a less rigorous assessment of the studys
constructs.
Future research
Given that the present study was the first designed to investigate the relationship
between the trust, hope, and affective organizational commitment of merger survivors,
further theoretical development, testing, and refinement of the model presented in this
paper remains to be done.
First, demanding hypotheses, which further define the interaction between the
dimensions of trust, hope, and normative and continuance commitment, will assist
empirical work. Under different circumstances, the different merger survivor

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responses may be effective for the organization. As a result, researchers should begin
to identify the conditions under which different survivor responses will be most
effective. For instance, it is easy to speculate that different levels of trust and hope
exact direct and indirect costs on the organization. It seems that trust in the
organization may exist along a continuum. Assume an employee is at one end of the
continuum, where he or she exhibits high trust in the organization. Some events occur
in the employees relationship with the organization where his or her trust is violated.
For example, the employee did not receive an agreed upon bonus for completing a
project. The employee can continue to work for the organization, and may remain
affectively committed to the organization. However, the next time the employee is
asked to work on a project, he or she may seek more detailed confirmation of any
rewards he or she is to receive. Thus, the reduction in trust may not affect the
commitment of the employee, but as the employee becomes less trustful of the
organization, the cost of negotiating with the employee increases.
The costs associated with reduced hope, however, appear to be more costly to the
organization. Like trust, merger survivors hope also appears to exist along a
continuum. However, at a much shorter point along the continuum, when
organizational actions lead to perceptions by the employee that he or she can no
longer meet his or her life and or career expectations at the organization, he or she is no
longer hopeful in or committed to the organization. It is plausible to assume that in
todays work environment, where mergers occur often and where employees are
presented with unprecedented job and career opportunities, employees are much
quicker to make the assessment that their expectations will not be met at a particular
organization and move on. Testable hypotheses along with more sophisticated
statistical analysis will help researchers further investigate the interaction between
trust, hope, and merger survivors organizational commitment and the cost of different
levels of the constructs.
Second, researchers can help to identify both the dynamics and sufficiency of trust,
hope, and organizational commitment within threatening or rapidly changing
organizational contexts. That is, the theoretical model Ozag (2001) developed can also
be tested by examining whether trust and hope are limited in their capacity or are
sufficient conditions for reducing uncertainty and providing constructive responses in
their roles as primary and secondary appraisal mechanisms. Longitudinal research
designs, which take place within such volatile circumstances as mergers provide an
excellent context in which to evaluate whether, trust, hope, and affective organizational
commitment must deteriorate or whether they can be sustained or even enhanced
during significant organizational change. Longitudinal studies can also be used to
evaluate the efficacy of organizational interventions in preserving trust, hope, and
organizational commitment.
Third, although the findings of this study are not generalizable, the studys findings
may be applicable to explaining normative and continuance commitment in different
work and non-work contexts. Therefore, future research in different merger and
non-merger work situations may be appropriate. Testing of the findings in different
organizational contexts will also assist in understanding of the profiles Ozag (2001)
identified. For instance, research has indicated that trust (Fukuyama, 1995) and hope
(Snyder, 1994) varies among genders and across different cultures. Thus, research to
investigate the relationship among the constructs between genders and across cultures

may be appropriate. Also, theorists have hypothesized that trust (Tyler and Kramer,
1996) and hope (Ludema et al., 1997) varies among different organizational cultures.
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Rosseau, D. (1988), Psychological contract scales, Department of Organizational Behavior,

Northwestern University, Chicago, IL, unpublished manuscript.
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About the author
David Ozag is currently an Assistant Professor in the Department of Business, Career and
technical Education at East Carolina University. Dr Ozag has worked previously as a Vice
President at Standard Federal Savings Association, the nations largest mortgage servicing
company, where he held several positions including: assistant controller, controller of a
subsidiary mortgage company, human resource manager, system administrator and quality
control director, and senior technology project manager. Dr Ozag also possesses several years of
public accounting experience. Dr Ozag has also started, managed, and sold several retail
organizations. Dr Ozags doctoral studies were in adult education with an emphasis in human
and organizational development from the George Washington University. Dr Ozags dissertation
topic was an examination of merger survivors trust and hope in and commitment to the
organization. Dr Ozags recent publications include a book chapter and paper on the
consequences of information technology adoption.

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