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Developing a multidimensional scale of post-merger identification (PMI) for hospitals.

Mohini Yadav¹, Mahima Thakur², Sunil Budhiraja³

¹Sri Venkateswara College , New Delhi, India.

Journal of Health Organization and Management

|February 18, 2026

Summary

This study developed a scale to measure post-merger identification (PMI) in hospitals, finding organizational justice and M&A potential crucial for employee outcomes like readiness to change.

Keywords:

Hospitals M&A Merger Organizational identification Post-merger identification

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Area of Science:

Organizational Behavior
Healthcare Management
Human Resource Management

Background:

Mergers and Acquisitions (M&A) in the hospital industry present unique challenges for employee integration.
Establishing a unified post-merger identity (PMI) is critical for successful M&A integration and employee retention.

Purpose of the Study:

To develop and validate a multidimensional scale for measuring post-merger identification (PMI) within the hospital sector.
To examine the impact of PMI on employee readiness to change, knowledge-sharing behavior, and intention to stay.

Main Methods:

A quantitative research approach was utilized, employing a postpositivist paradigm.
The study surveyed 398 employees from Indian private hospitals that had undergone M&A within the last five years.

Main Results:

A seven-dimensional scale for PMI was validated, with organizational justice and M&A potential identified as key drivers.
The developed PMI scale significantly influenced employee readiness to change, knowledge-sharing behavior, and intention to stay.

Conclusions:

Enhancing PMI is vital for hospital M&As to foster collaboration, ensure patient care continuity, and achieve successful integration.
Organizational justice and M&A potential are identified as significant factors shaping post-merger identification in healthcare settings.