Short-term Longitudinal Effect of Parenting Behavior and Parenting Stress on Children’s Eating Habits and Sleep Duration : Applying Latent Growth Modelling

2018 ◽  
Vol 22 (1) ◽  
pp. 389-413
Author(s):  
Ki-Won Nam ◽  
Yoo-Mi Byun
2017 ◽  
Vol 70 (10) ◽  
pp. 1258-1290 ◽  
Author(s):  
Martin R Edwards ◽  
Jukka Lipponen ◽  
Tony Edwards ◽  
Marko Hakonen

Despite existing research examining snapshots of employee reactions to organizational mergers and acquisitions (M&A), there is a complete absence of work theorizing or exploring rates of change in employees’ organizational identification with the merged entity. We address this gap using two three-wave longitudinal panel samples from different M&A settings, tracking change in identification through a two-year period. Theorizing trajectories of change in identification across the organizations in both settings, we make predictions linked to expected antecedents of change in identification. Our research context (M&A-1) involves a merger of three Finish universities tracking 938 employees from each organization in three waves (nine months pre-merger to 24 months post-merger). Our second context (M&A-2) involves a multinational acquisition tracking 346 employees from both the acquired and acquiring organization in three waves (from two to 26 months post-acquisition). Using Latent Growth Modelling, we confirm predicted trajectories of change in identification. Across both samples, a linear increase (across Time 1, Time 2 and Time 3) in justice and linear decrease in threat perceptions were found to significantly predict a linear increase in identification across the post-M&A period. We discuss organizational identification development trajectories and how changes in these two antecedents account for changes in identification across M&A contexts.


2007 ◽  
Vol 7 (1) ◽  
Author(s):  
Jennifer H Barnett ◽  
Tim J Croudace ◽  
Sue Jaycock ◽  
Candice Blackwell ◽  
Fiona Hynes ◽  
...  

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