Given the challenge companies face in combining organisations in the merger and acquisition (M&A) process, this article presents a model that explores the potential determinants of success in the company blending (acculturation) process. The model examines the effect of employee-level factors and perceptions of managerial behaviours during the M&A process. Utilising data from 254 employees that recently experienced an M&A, the authors tested for managerial guided, direct and indirect impacts on employee-level dynamics (job satisfaction and organisational citizenship behaviours) which are believed to affect the successful co-mingling of two previously independent organisations. The authors highlight the key role that employee identification with the new consolidated organisation plays, most notably organisational citizenship. Lastly, attention is drawn to the importance of management's perceived competence and procedural justice toward employee-level factors. The article concludes with specific managerial suggestions for improving M&A acculturation outcomes.
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