Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness
This paper incorporates insights from organizational identity and identification, social network research and post-merger integration to explore factors influencing employees' identification with a merged nonprofit organization. We propose that nonprofit employees' identification with the...
| Main Authors: | , |
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| Format: | Article |
| Language: | English |
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Frontiers Media S.A.
2022-08-01
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| Series: | Frontiers in Human Dynamics |
| Subjects: | |
| Online Access: | https://www.frontiersin.org/articles/10.3389/fhumd.2022.933460/full |
| _version_ | 1817982229381382144 |
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| author | Bin Chen Bin Chen James Krauskopf |
| author_facet | Bin Chen Bin Chen James Krauskopf |
| author_sort | Bin Chen |
| collection | DOAJ |
| description | This paper incorporates insights from organizational identity and identification, social network research and post-merger integration to explore factors influencing employees' identification with a merged nonprofit organization. We propose that nonprofit employees' identification with the merged nonprofit organization is associated with their network size, relational heterogeneity, and perceived effectiveness of integration processes. Empirical results suggest that employees with larger mentoring and socioemotional support networks exhibit strong post-merger identification. Relational heterogeneity within the workflow network has an inverted U-shape relationship with post-merger identification. Employees' perceived effectiveness of integration processes significantly influences their sense of identity with the new organization. Implications for better managing post-merger identification are discussed. |
| first_indexed | 2024-04-13T23:18:01Z |
| format | Article |
| id | doaj.art-f8f28cbfd0dc400a9cc65a94c539ce99 |
| institution | Directory Open Access Journal |
| issn | 2673-2726 |
| language | English |
| last_indexed | 2024-04-13T23:18:01Z |
| publishDate | 2022-08-01 |
| publisher | Frontiers Media S.A. |
| record_format | Article |
| series | Frontiers in Human Dynamics |
| spelling | doaj.art-f8f28cbfd0dc400a9cc65a94c539ce992022-12-22T02:25:21ZengFrontiers Media S.A.Frontiers in Human Dynamics2673-27262022-08-01410.3389/fhumd.2022.933460933460Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectivenessBin Chen0Bin Chen1James Krauskopf2Marxe School of Public and International Affairs, Baruch College, New York, NY, United StatesThe Graduate Center, The City University of New York, New York, NY, United StatesMarxe School of Public and International Affairs, Baruch College, New York, NY, United StatesThis paper incorporates insights from organizational identity and identification, social network research and post-merger integration to explore factors influencing employees' identification with a merged nonprofit organization. We propose that nonprofit employees' identification with the merged nonprofit organization is associated with their network size, relational heterogeneity, and perceived effectiveness of integration processes. Empirical results suggest that employees with larger mentoring and socioemotional support networks exhibit strong post-merger identification. Relational heterogeneity within the workflow network has an inverted U-shape relationship with post-merger identification. Employees' perceived effectiveness of integration processes significantly influences their sense of identity with the new organization. Implications for better managing post-merger identification are discussed.https://www.frontiersin.org/articles/10.3389/fhumd.2022.933460/fullorganizational mergerspost-merger identificationinterpersonal networkspost-merger integration processesorganizational communication |
| spellingShingle | Bin Chen Bin Chen James Krauskopf Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness Frontiers in Human Dynamics organizational mergers post-merger identification interpersonal networks post-merger integration processes organizational communication |
| title | Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness |
| title_full | Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness |
| title_fullStr | Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness |
| title_full_unstemmed | Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness |
| title_short | Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness |
| title_sort | nonprofit post merger identification network size relational heterogeneity and perceived integration effectiveness |
| topic | organizational mergers post-merger identification interpersonal networks post-merger integration processes organizational communication |
| url | https://www.frontiersin.org/articles/10.3389/fhumd.2022.933460/full |
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