<![CDATA[Organizational mergers required employees to adapt to new structures, work systems, cultures, and organizational identities, making employee resilience essential for maintaining effective functioning during organizational transformation. This study examined the effect of Perceived Organizational Support on Employee Resilience and investigated the mediating role of Organizational Identification in a post-merger organizational context. The study employed a quantitative cross-sectional survey and involved 360 permanent employees who experienced organizational transformation following a merger. The data were analyzed using Partial Least Squares Structural Equation Modeling. The results showed that Perceived Organizational Support positively and significantly influenced Employee Resilience and Organizational Identification. Organizational Identification also positively and significantly influenced Employee Resilience. Furthermore, Organizational Identification significantly mediated the relationship between Perceived Organizational Support and Employee Resilience. The findings indicated that organizational support strengthened employee resilience not only through a direct mechanism but also by strengthening employees' psychological identification with the organization. The study highlighted the importance of integrating supportive organizational practices with identity-building initiatives to strengthen employee resilience during post-merger integration.]]>
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