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Finding positivity during a major organizational change – In search of triggers of 
employees’ positive perceptions and feelings 
  
Johanna Raitis, Department of International Business, University of Turku 
 Riikka Harikkala-Laihinen, Department of International Business, University of Turku 
Melanie Hassett, International Business, Sheffield University Management School 
Niina Nummela, Department of International Business, University of Turku 
 
 
Abstract  
The study explores the sources and triggers of positivity during a major organizational change. The 
qualitative research methodology is developed around discovering and interpreting employees’ 
perceptions in an M&A process. The analysis leads us to suggest that change may be perceived at least 
in three positive ways constituting to positive identity construction.  Implications for work-related 
identity and identification research are discussed.  
 
Key words: Positive identity, emotions, identification, qualitative research, mergers & acquisitions  
  
 
INTRODUCTION 
There is increasing interest in positivity in the field of organizational studies. Emphasizing goodness 
and positive human potential, the recent positive organizational scholarship (POS), which focuses on 
positive outcomes, processes and attributes within an organizational context, demonstrates this interest 
well (Cameron, Dutton, & Quinn, 2003). Similarly, in the organizational identity literature, the new 
domain of positive identity has emerged (Dutton, Roberts, & Bednar, 2009). Focusing on the positive 
is suggested to cultivate collective identities that mobilize collective action and enable valued 
organizational outcomes (Dutton, Roberts, & Bednar, 2010; Glynn & Walsh, 2009). In the fast-paced 
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global economy, gaining a deeper understanding of positive identity is vital. Thus, scholars have put 
forward that positive identities and identification enable and facilitate organizational changes (Glynn & 
Walsh, 2009), such as mergers and acquisitions (M&A) (Van Knippenberg, Van Knippenberg, Monden, 
& de Lima, 2002).  
 However, positivity is not a new concept in the organizational identity and identification 
literature. The basic assumption in the field has always been that people strive to see themselves and 
wish to be seen in a positive light. The positive perceptions, based on individuals’ evaluations, meanings 
and motivations, are the basis for individual and collective identities (Ashforth & Kreiner, 1999; 
Cornelissen, Haslam, & Balmer, 2007; Tajfel, 1982). Although positivity may be seen as a pre-
condition for identity construction and maintenance, surprisingly few studies have addressed it (Dutton 
et al., 2010). In the literature, there is substantial emphasis on the factors threatening identity 
construction (e.g. Elsbach & Kramer, 1996; Kreiner, Ashforth, & Sluss, 2006), rather than on the 
matters enforcing it. Although studies in the positive identity domain are emerging (Roberts & Dutton, 
2009), there is still much to be done to address and understand positivity in the organizational context. 
In particular, there is a need for a specific focus on the content, processes and outcomes of positive 
identity (Dutton et al., 2009). 
 What creates positivity in an organization in the midst of changes? The present study was aimed 
at addressing this question. We chose positive emotions as our pathway to understanding positive 
identity construction and maintenance. In particular, we sought to explore which emotions are linked to 
identity content and processes and identify the sources or triggers of these emotions (Dutton et al., 
2010). Following Humphrey, Ashforth and Diefendorff (2015), we defined emotions as signals of what 
is important to individuals in organizations (p. 754). Moreover, we regarded emotions as reactions to 
stimuli, leading to (positive) organizational behaviour and outcomes (cf. Frijda, 1988). The theoretical 
framework of the study was built around the literature on positive organizational identity, emotional 
identification and emotions. Empirically, we explored the positive feelings that employees attach to the 
organization and their membership within it. 
 Major opportunities exist to expand and develop the identity research in organizational 
contexts. By exploring positive emotions relating to organizational identification and identity, we 
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expect to contribute to the development of a theory of work-related identities and emotional 
identification. Our focus on positivity instead of negativity (e.g. threats) will also counterweigh the 
overriding negative trend in the research. Given the challenges that exist in the contemporary business 
environment, understanding the sources and triggers of positivity will help managers to form and 
manage stronger organizational identities and facilitate employees’ identification with the organization. 
In a fast-paced and constantly changing global business world, finding positivity in organizational 
membership is expected to strengthen employees’ bond with their employer (Dutton et al., 2009). 
Moreover, considering the dynamic and changing nature of the business environment, finding positivity 
in the midst of major changes is a topical theme.  
 
THEORETICAL FRAMEWORK 
Constructing positive identities in organizations 
Identity is a central construct in organizational studies. In the literature, organizational identity is 
defined as those things or characteristics of an organization that are perceived as central, distinctive and 
enduring (Albert & Whetten, 1985). Accordingly, the prevailing social construction perspective posits 
that organizational identity is constituted by members’ subjective understanding and interpretation of 
what is central, distinctive and enduring about their organization (Albert, 1998; Dutton & Dukerich, 
1991; Gioia, Schultz, & Corley, 2000; Ravasi & Schultz, 2006). Thus, organizational identity is the 
members’ collective understanding of these features rendering a common understanding of who they 
are (Raitis 2015). 
Social identities require both cognitive and emotional aspects (Dutton, Dukerich, & Harquail, 
1994; Glynn & Walsh, 2009; Tajfel, 1982). Similarly, identification – i.e. the process by which 
individuals come to define and connect themselves within the organization – evolves through cognitive 
and emotional phases (Ashforth & Mael, 1989). Cognitive identification occurs when a member of the 
organization defines him- or herself according to the same attributes that he or she believes define the 
organization (Ashforth & Mael, 1989). Further, the strength of the identification is determined by the 
level of ‘oneness’ portraying the extent of the overlap between these individual and organizational 
attributes (Mael & Ashforth, 1992; Dutton et al., 1994). However, this identification is not exclusively 
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a cognitive process; it also requires an emotional bond (Pratt, 2000), as ‘full’ belongingness cannot be 
attained by mere perception (Baumeister & Leary, 1995). Thus, emotional identification entails 
employees’ emotional attachment and the feelings they experience in relation to their organization and 
membership in the organization. Consequently, feeling oneness is distinct from perceiving oneness 
(Albert, 1998; Johnson, Morgeson, & Hekman, 2012).  
Emotion and attachment have long been recognized as having a positive influence on self-
esteem (Pratt, 2000; Tajfel, 1982). Several decades ago, emotion was assigned a central role in the 
construction of one’s perceptions of the world and the self (Albert & Whetten, 1985; Ashforth & 
Humphrey, 1993). According to Fredrickson (2003), positive emotions lead to optimal individual- and 
organizational-level functioning over the long term. Concerning identification, emotions can be ‘felt to 
isolate or to unite’ (cf. Frijda, 1988). Emotional identification is associated with positive feelings about 
one’s membership, including pride, enthusiasm, and a sense of affiliation or belongingness with others 
(Albert & Whetten, 1985). On the negative side, studies have shown that emotional dissonance may 
occur when an emotional experience is evaluated as a threat to a person’s identity (Jansz & Timmers, 
2002). Negative emotions may also lead to individuals’ dis-identification or decreasing levels of 
identification. The more central one’s social identity is to one’s identity, the greater the threat of 
emotional costs will be (Ashforth & Humphrey, 1993). 
Identity is associated with a broad range of self-relevant emotions and attitudes (Ashmore, 
Deaux, & McLaughlin-Volpe, 2004). When discussing the positivity of emotions, it is important to 
remember that an emotion as such cannot be straightforwardly labelled as positive or negative. Rather, 
how the individual interprets the emotion – i.e. its personal relevance – is positive or negative. For 
example, one can be happy about being angry, or ashamed of feeling personal pride (Lazarus, 1991). In 
the workplace, emotions can be triggered by myriad stimuli. For example, positive emotions can be 
prompted by interpersonal contact with colleagues or customers (Rafaeli & Worline, 2001), by positive 
feedback, through meeting goals (Fisher & Ashkanasy, 2000), through perceived task significance, or 
through task autonomy (Saavedra & Kwun, 2000). In addition, artefacts can trigger emotions; for 
example, employees can react positively to colours, such as the environmentally friendly symbolism 
embedded in the colour green (Rafaeli & Vilnai-Yavetz, 2004).  
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In their recent study, Dutton et al. (2010) highlight four distinctive sources of positivity in an 
organizational context. The sources of positive work-related identities and identity construction 
processes through which individuals can cultivate positive self-definitions are positive virtues, self-
evaluations, self-development and a structural approach. The virtue perspective highlights that work-
related identity is positive when the identity content includes virtuous qualities that can be defined as 
inherently good and positive. While the virtue perspective focuses on identity content, the evaluative 
perspective is based on members’ positive self-evaluations, sense of worth and meaning of their work-
related identity. The third perspective, takes into consideration the development of members’ self-
definition over time. It may evolve either progressively as individuals proceed through different career 
and identity steps towards higher levels of the ideal self. Alternatively, it may occur adaptively when 
an individual develops and achieves a more appropriate fit with a set of internal and external standards. 
The fourth path, the structural perspective, states that an individual’s identity structure is more positive 
when the multiple facets of the identity are in a balanced or complementary relationship with one 
another, thus reducing identity conflict (Dutton et al., 2010). 
This study was grounded in the notion that positive identities elicit positive emotions. Thus, in 
order to uncover what creates positivity in an organizational context, we needed to identify the sources 
and triggers of positive emotions that create and uphold organizational identification. Emotions are 
rarely, if ever, elicited by isolated stimuli. Emotional reactions are meaningful and always tied to the 
particular spatial and temporal contexts in which they occur (Frijda, 1988). In our study, we explored 
positivity and positive emotions during an acquisition process. Major organizational changes, such as 
M&A, may create contexts in which it is difficult to distinguish positivity. According to Kreiner and 
Sheep (2009), however, threats caused by major changes can be turned into positive opportunities when 
individuals reframe identity-threatening situations into positive and forward-looking growth 
opportunities. This ‘positive jujitsu’ (Kreiner & Sheep, 2009) served as the starting point for this study.  
 
RESEARCH DESIGN 
This research applied a qualitative, single case study approach. A qualitative approach was chosen to 
obtain a deeper understanding of the grounds of positive identity formation during M&A. Further, case 
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studies create rich opportunities for exploring positive emotions and discovering the triggers behind 
those emotions (cf. Gioia, Corley, & Hamilton, 2013). The case study strategy was appropriate because 
it would enable a rich and contextualised description of the phenomenon under scrutiny (cf. Eisenhardt, 
1989; Stake, 1995).  
The case was a Finnish–British acquisition conducted between two companies in November 
2013. To respect the anonymity requirements of the companies involved, the names are withheld and 
replaced with pseudonyms. The acquirer, BuildIT, is a Finnish firm operating in the building and 
construction industry. It offers two types of products – namely, building information modelling (BIM) 
and structural design software. It was established in 1966 and has since grown into a market leader in 
its sector. In 2011, BuildIT was acquired by Omega Group, which is based in California, and became 
part of Omega Group’s Building Division. However, since BuildIT was Omega Group’s biggest 
acquisition, it was decided to leave BuildIT as a relatively autonomous company.  
In 2013, Omega Group’s Building Division acquired a small, privately held, UK-based 
company named Alpha. Alpha’s products include software solutions for the analysis and design of steel 
and concrete buildings, and it complements well Building Division’s offering. Alpha has been a 
structural software and technical support provider to structural engineers for more than 35 years, and 
has a strong presence in the UK, Asia, South Africa, the Middle East and the US. It was soon decided 
that to achieve the best synergies, Alpha needed to be integrated into Omega Group’s Building 
Division’s largest unit, BuildIT. At the time of the acquisition, Alfa employed approximately 60 
employees and BuildIT, nearly 600 employees. The acquisition can be described as a friendly deal, 
where Alpha’s main motives were to ensure growth and internationalization, and Building Division was 
looking for complementary assets.  
 
Data collection 
The data collection was based on qualitative interviews, and the primary data comprised 32 semi-
structured interviews. Interviewees were selected from a list of informants from UK-based Alpha, 
provided by the integration manager and the UK managing director. All interviewees were either part 
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of the acquisition or the integration process and had, therefore, been exposed to the change – that is, the 
stimuli eliciting feelings. 
The interviews were conducted in English, the mother tongue of the interviewees. We did not 
encounter linguistic challenges during the interviews, even though the interviewees had a linguistic 
advantage (cf. Marschan-Piekkari & Reis, 2004). The interviews lasted, on average, an hour, and they 
were all tape recorded. The majority of the interviews were conducted face-to-face, but due to 
conflicting schedules and travel issues, two interviews were conducted via Skype; to ensure a good 
connection, the video was not switched on. However, the interviewee managed to create a relaxed 
atmosphere, and apart from the lack of personal, face-to-face interaction, these interviews did not differ 
much from the face-to-face interviews. The interviewees could freely select the location of the 
interview; most of the interviews took place in one of the conference rooms in the office, which allowed 
the interviewers to observe the interviewees’ offices and work environment. 
 
Data analysis 
The 32 interviews were all transcribed. Most interviews were transcribed by one member of the research 
team, but due to the large number of interviews, one third of the interviews were transcribed by a 
professional agency. Transcribing from a second language into a second language was the most 
challenging part of this process; with English being the second language of the transcribers, it was 
sometimes difficult for them to understand the different dialects and nuances of the native speakers. 
The transcribers clearly marked the difficult sections in the transcribed interviews, enabling the 
researchers to double check the tape. One of the researchers was living in the UK while conducting the 
interviews, and she was used to hearing the North-West English accent used in the interviews (cf. 
Marschan-Piekkari & Reis, 2004). 
The transcribed interviews were analysed using NVivo 10 software. Three researchers 
participated in the coding process to increase the trustworthiness of the analysis. Despite the qualitative 
nature of the study, we did not adopt a purely inductive approach (cf. Gioia et al., 2013); rather, we let 
our observations and analysis be partially guided by initial hunches and frames of reference, keeping 
‘an open mind’ (see Siggelkow, 2007). Consequently, our coding scheme was initially heavily reliant 
8 
 
on our research questions and loosely on the frames of reference presented in our literature review. Our 
analysis and coding followed an iterative process between the data and the literature, in which each 
analysis round took us deeper and deeper into the analysis. 
Our iterative approach was reflected in our coding strategy as well, and our codes included both 
a priori codes derived from the literature and in vivo codes derived directly from the data (e.g. Bazeley, 
2007). In the first round of analysis, we relied on a priori codes and had only one node – namely, 
‘positive emotions related to M&A’. Hence, anything referring to positive emotions related to M&A 
was coded in this node. The coding was intentionally kept rough during the first round of analysis. In 
the second round, the coded nodes were analysed more in-depth with the help of the literature, and the 
codes were organized according to the emerging emotions of happiness, pride and relief. This method 
enabled us to go deeper and deeper into our data in each round. In the final data analysis phase, we 
identified the triggers of the prevailing emotions and compared them with the existing literature on 
positive identity in an organizational context. 
 
FINDINGS 
Based on our analysis, we were able to identify three positive emotions from the data: happiness, pride 
and relief (Lazarus, 1993). Furthermore, we found different triggers and drivers of these emotions in 
the context of a major organizational change. In the following, we present some illustrative quotations 
of the positive emotions (Table 1) and their triggers as experienced by the informants. Then we discuss 
and explain how they are linked to identity content and processes using Dutton et al.’s (2010) theoretical 
framework of positive work-related identity.  
 
TABLE 1 ABOUT HERE 
 
The developmental approach to positive identity 
 Progressive identity development. Based on the empirical findings, happiness and pride were 
the most prevailing positive feelings among the informants. This finding is in line with previous identity 
and identification literature, where emotional identification was associated with enthusiasm, pride and 
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respect (Albert & Whetten, 1985). Likewise, Glynn and Walsh (2009) suggest that positive identities 
are seen as attractive and aspirational. Consequently, happiness, which connotes making reasonable 
progress towards realizing a goal (Lazarus, 1993), can be linked to the developmental approach to 
positive identity. 
The triggers of happiness and pride were found to be related to personal self-development at 
work. These findings are in line with extant literature which states that career development and growth 
are recognized as means through which individuals develop their own identities (Hall, 2002). 
Furthermore, the data in the present study indicate that personal growth and development occurred, for 
example, through performing a new role and handling the added responsibilities residing with it. The 
sensation of self-advancement was explained by one informant as follows:  
“So, for me, the minute the deal was done, my new role started… two days into my new job, I 
was in India doing a seminar for 200 people, and that’s just not something I’ve ever done 
before, so first impression for me, like, wow! This is different, this is exciting!” 
This progressive identity development may evolve through natural progressions and passages, 
where individuals over time pass through career stages towards their ideal selves (Dutton et al., 2010). 
However, in this study, career growth occurred swiftly, as it was seen to evolve due to a major 
organizational change caused by the company’s acquisition by a bigger entity. For the informants, the 
acquisition and the change implied potentially faster progression and a larger leap in the direction of a 
more developed work-related identity. In addition, the big size, bigger budget and potential continuum 
and increase of success reasserted by the new entity were obvious triggers for the employees to feel 
positive about the change (see also Ashforth & Humphrey, 1993).  
According to Dutton et al. (2010), the development perspective of positive identity formation 
assumes that identity is dynamic and capable of changing. However, in this process, the old identity is 
not discarded; instead, new elements are added to the old, signifying work-related self-definition. Career 
development is, in fact, the enhancement of the work-related identity (Hall. 2002). An example of a 
concrete add-on is the increased travel that was highlighted by one informant: ‘A lot of international 
travel certainly with the job, which is an exciting part of the role, certainly.’ Likewise, some informants 
experienced a feeling of relief, as they had perceived their former situation as ‘boring’ or non-satisfying, 
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and therefore welcomed the change. Various informants commented that they were ‘happy to move on’ 
and that they believed the bigger size of the acquiring company would provide them with a meaningful 
continuation. 
The positive outlook on changes and the perceived opportunities resulting from them were 
suggested to be linked to personal characteristics. Thus, being able to see the future as positive may be 
mediated by the employee’s positive outlook on life in general. As one informant suggested, ‘I’m very 
positive and excited about the future and the things we can do. Part of that is my own nature. I’m an 
optimistic person, not a pessimistic person. So, generally, I look on the bright side of things’. Kreiner 
and Sheep (2009) suggest that positive jujitsu always requires some level of risk-taking from the 
individual. Hence, instead of experiencing changes in work-related matters as threatening, an optimistic 
and adventurous person would be able to see the change through a positive lens as offering future 
opportunities.  
 
The structural perspective of positive identity 
Balanced and complementary identity structure. Another pathway for positive identity 
development is through a balanced identity structure, implying that the positivity of an identity lies in 
the balance between personal and social identities (Dutton et al., 2010). Implicit in this approach is that 
individuals are in a constant process of trying to achieve an optimal balance. Accordingly, our findings 
suggest that becoming part of a larger organization balanced some employees’ perceptions of 
themselves and their inherent desires for work-related identity. For one informant, becoming part of a 
bigger organization created feelings of contentment and happiness, as he became a member of a 
collective with like-minded colleagues: 
“I sometimes struggled with the old management team, who primarily were from sales 
backgrounds and not development backgrounds. There were different cultures, in the sense of 
disciplines, and we spent a lot of our time battling, arguing about certain things that we knew 
had to happen from a development point of view. Whereas going to [the acquiring company], 
a more established, much bigger development team, I just spent the whole week talking to the 
development people and everything just resonated. It was nice, you know [laughs]. ” 
11 
 
Individuals who strongly identify with their organization or occupation regard their role as 
central and salient, and feel valued for their individual identity. In other words, when fulfilling their 
role, individuals are being truly themselves (Ashforth & Humphrey, 1993). Gecas (1982) refers to 
identity contents as anchors tying the self to the social system. Similarly, a positive identity can be 
achieved through a sense of authenticity, coherence and assimilation (Glynn & Walsh, 2009; Kreiner 
& Sheep, 2009). According to the literature, authenticity on a deep level appears when there is 
consistency between behaviour and identity (Humphrey et al., 2015). The above quotation as well as 
other informants’ perceptions of the generated ‘natural fit’ or ‘logical fit’ between the organizations, 
teams and individuals support the members’ perceptions of, and need for, authenticity at work. The 
gender-related remark by one informant on women’s powerful presence at the acquiring company and 
the inclusion of both men and women in the organizational core can also contribute to the coherence 
between the collective and personal identities. According to the literature, a work-related identity 
becomes more positive when multiple identities are viewed as compatible (Rothbard, 2001).   
  
CONCLUSIONS 
The purpose of this study was to explore the triggers of positivity in an organizational context during a 
major organizational change. For this purpose, we investigated the individually experienced positive 
emotions that we believed would reveal the sources and triggers of positive work-related identity. By 
focusing on the interfaces between individual, organizational and contextual (Ashforth & Humphrey, 
1993), we observed how the contextual characteristics and features may moderate and generate 
individual-level positive feelings. Thus, our main findings contribute to the understanding of how 
companies can construct positive identities by suggesting what can be conceptualized as positive in an 
organizational context during major changes. Building on the work of Dutton et al. (2010), we propose 
how their framework of positive work-related identity may be applicable in such contexts. Primarily, 
our findings lead us to suggest that positivity during a major organizational change may be found in 
progressive, balanced and complementary identity work. 
In the literature, emotional identification is seen to provide a strong sense of belongingness with 
the group (Albert & Whetten, 1985; Johnson et al., 2012). By suggesting that positivity may be found 
12 
 
in positive emotions, we also highlight the relevance of emotions in the processes of emotional 
identification. Enriching this literature, we have identified three positive emotions; happiness, pride and 
relief that may influence individuals’ self-concepts and strengthen their attachment to the organization. 
Evidently, identification carries an emotional risk (Ashforth & Humphrey, 1993), and focusing on 
positive feelings and triggers may mitigate self-alienation and instead enhance individuals’ well-being 
and identification with an organizational collective. In addition, this discussion may contribute to the 
construct of deep acting (Ashforth & Humphrey, 1993) by presenting actual emotions that individuals 
feel and express at work. Moreover, our findings show how legitimate identities can also be dynamic 
and adaptive (Dutton et al., 2009). Our findings illustrate how individuals built on or complemented 
their work-related identities with new features and extensions. As such, our findings may be seen as 
contributing to the discussion on adaptive instability as facilitating the implementation of organizational 
changes and adaptation to internal and external demands (Gioia et al., 2000).  
Our study suffered from the usual limitations relating to qualitative case studies, such as a lack 
of generalizability. Further, the inability to give an extensive case description due to the case company’s 
wish for anonymity may limit the transparency and context familiarity of the study. As for future 
research avenues, we would suggest focusing more on how different types of organizational 
environments and contexts influence individual identity formation and strength. In addition, it may be 
of interest to study individuals’ different approaches to change – that is, why some perceive a change 
as an opportunity, while others perceive the same situation as threatening.  
  
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Table 1 Positive emotions in the context of a major organizational change 
Positive 
emotions 
Illustrative quotations from the data 
HAPPINESS 
(enthusiastic, 
happy, 
optimistic, 
encouraged, 
pleased, 
relieved) 
“I was really glad after that I’d gone, and it was very positive, and I felt very 
positive about the future, and about joining these people that I thought were very 
similar, that I thought I would like to work with. And I thought, we could make 
something great.”  
 
“I’m very positive and excited about the future and the things we can do.”  
 
“I’m particularly happy because for my particular circumstances, I’ve been 
listened to; I’ve had good dialogue, and we’re moving slowly and we’re making 
changes where it makes sense.” 
  
“So, for me, the excitement of going into a completely new role, being, frankly, 
out of my depth, was very exciting – very exciting indeed. It took me a while to 
adjust to it and I’m still adjusting now, but these 18 months have been a 
rollercoaster. There’s been exciting things; there’s been some fantastic 
experiences; I’ve met some great people in this business.” 
 
 
 
PRIDE  
(respect, 
admiration) 
“The gravity, to be honest, didn’t hit you. The role I had and the responsibility I 
was being given, out of every [the acquired company] employee, coming into 
[the acquiring company], I probably got, if not the best opportunity, I was very 
lucky to get the opportunity I got and I respect the role enormously.” 
 
“I was very impressed with their technical expertise. Really impressed, very 
impressed with Finnish people. I think they’re very highly educated. Also, I 
think one thing that stood out to me was that in the [acquired company] or 
engineering in the UK in general, it’s all men, sadly. But that wasn’t the case at 
[the acquiring company]. A lot of the people, and the high-up people, are women. 
I’m very impressed with powerful, clever women. So, I was very impressed by 
that. I thought it was really cool.” 
 
RELIEF “I’ve done the same kind of job for a long, long time, and I was quite vocal in 
[the acquired company] that we needed to exit the business and move on. I 
didn’t see any future. I didn’t see, where it was going, and I was bored. I was 
doing my job in my sleep; it wasn’t challenging, paid well. It was a nice job, but 
I was bored.”