Examining the Influence of Threat Perception and Psychological Safety on Employee Creativity following Mergers and Acquisitions: An Empirical Study of High-Tech Companies

Abstract

This empirical study investigates the impact of threat perception and psychological safety on employee creativity in the context of mergers and acquisitions (M&A) within high-tech companies. Drawing upon theories from organizational behavior, social psychology, and strategic management, the research examines how employees' perceptions of threat stemming from M&A activities and their sense of psychological safety within the organization influence their creative behavior and innovative output. Through a mixed-methods approach incorporating quantitative surveys and qualitative interviews, the study explores the interplay between threat perception, psychological safety, and employee creativity, considering contextual factors such as organizational culture, leadership style, and communication processes. The findings offer insights into the mechanisms through which M&A-related threats impact employee motivation, risk-taking propensity, and cognitive flexibility, either inhibiting or facilitating their creative potential. Moreover, the research identifies strategies for fostering psychological safety and mitigating threat perceptions to create an environment conducive to innovation and creative problem-solving following M&A events. The implications of the study extend to HR practitioners, organizational leaders, and M&A advisors seeking to promote successful post-merger integration and realize the innovation potential of combined high-tech firms.