Emotions and their management during a merger in Brunei

Studies have shown that the emotional impact of mergers influences employees' attitudes to change as well as more distal post-merger outcomes such as job satisfaction, organizational commitment and withdrawal. Understanding the role of emotions during mergers can therefore provide insights into why major change produces varying outcomes. This study presents findings from a qualitative study examining the emotional impact of a merger between two banking institutions on managers in Brunei. The distinctive national culture representing a fusion of Malay and Islamic values was found to influence the emotional impact of this merger. These values place less emphasis on personal control as a means for dealing with uncertainty. The findings suggest that Western transactional models of perceived control to explain how people manage change may have far more limited application within a Bruneian context.