Identity regulation in post-acquisition: a double-edged sword

Purpose This study aims to investigate how identity regulation mechanisms influence employee responses during post-acquisition integration, focusing on their potential to generate not only alignment but also resistance, ambivalence and disidentification. Design/methodology/approach This study conducted a longitudinal qualitative case study of the integration between a large, standardized service provider (Alpha) and a mid-sized client-centric firm (Beta) to trace the process of identity regulation, drawing on 25 interviews and archival data collected over three years. Findings Identity regulation functioned as a double-edged sword: while intended to foster cohesion, Beta employees often perceived it as coercive and misaligned with their legacy values. These mechanisms – discursive, structural and interpersonal – undermined identification and triggered resistance. Power asymmetries and symbolic tensions amplified the destabilizing effects. Originality/value The study contributes to organizational identity literature by highlighting identity regulation as a contested and evolving process. It calls for more context-sensitive and participatory approaches to identity integration in post-acquisition settings.