One of the knowledge gaps in relation to merger and acquisition (M and A) research is an analysis from the perspective of human resources, specifically the extent to which organizational culture and organization justice play a role in group cohesion of the employees. This research investigates the influence of organizational culture and organizational justice factors on group cohesion in selected M and A organizations in Malaysia. This study is driven by the Person-Environment (P-E) Fit Theory. A total of 219 respondents from the M and A organizations in the areas of Klang Valley were involved in this study in which they were identified through the cluster random sampling method. Data were analyzed using Structural Equation Modeling (SEM). This study provides insights to the theory and practice of human resource management in organizations experiencing M and A.

Purpose This paper aims to examine the influence of two organizational factors, namely, organizational justice and organizational culture, on organizational identification as perceived by employees following merger and acquisition (M&A) in Malaysia. Design/methodology/approach The study, which adopts the Social Identity Theory as its theoretical foundation, was conducted among employees from selected Malaysian organizations that had undergone M&A from 2009 to 2016. Data were obtained from 302 respondents and analysed using Structural Equation Modelling procedures. Findings The results reveal that interactional justice and four dimensions of organizational culture contribute significantly to organizational identification, with a determination power of 61 per cent. Practical implications The study offers practical insights to human resource managers in strengthening organizational identification as perceived by employees after an M&A by considering the crucial role of interactional justice and organizational culture. Originality/value There have been few investigations that link employees’ perceptions of organizational justice and culture with post-merger organizational identity. This study theorizes on human issues in M&A and enriches the Western literature on organizational identification by providing insights from an Asian (Malaysian) perspective. Research limitations/implications The research is limited in terms of respondents who were employed in M&A organizations in the Klang Valley areas in Malaysia. The scope is also limited to an examination of two groups of organizational factors, namely, justice and culture, that lead to organizational identification. Implications to managing human resources from the perspective of organizational development are discussed.

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This study examined profiles and predictors of career aspiration of Malaysian returnees from European and non-European countries. This study, involving 226 returnees, was carried out in the industrialized areas of the Klang Valley, Johore Bharu and Penang, and the state of Sabah. Based on the Social Cognitive Career Theory and the Chaos Theory of Careers the study derived personal and environmental factors within the major groups of push-pull factors that served as the predictors. Most returnees from Europe came back from the United Kingdom while Australia, Saudi Arabia, Japan, Korea and the United States were the host countries outside Europe. A regression analysis showed the explanatory power of career aspiration for returnees from European countries was higher (33.9%) than that of returnees from non-European countries (29.1%). Push political and pull social factors were significant for the former, whereas push social, pull personal and pull family factors were stronger for the latter ones. The implications of these findings for human resource practices and suggestions for future research are discussed.

Purpose This study aims to examine the relationship between contextual factors and career exploration. Career adaptability mediates the relationship between social support, sense of belonging and career exploration. Design/methodology/approach This quantitative study involved 291 undergraduates recruited from two universities in China. Data were analyzed using structural equation modeling. Findings The results indicated that social support and sense of belonging were positively related to career adaptability. Career adaptability was found to be a mediator between relational predictors and career exploration. Contrary to our hypothesis, the direct path from sense of belonging to career exploration was insignificant. Originality/value This study highlights the importance of career adaptability in connecting contextual indicators and career exploration in the Chinese context.