This article introduces nonprofit researchers and practitioners to a social network analytical technique for assessing internal staff relationships after a merger. We studied a case of a nonprofit merger, investigating its formal and informal intraorganizational networks to see which parts integrated and which remained separate operationally. We discovered a prior‐organizational‐affiliation‐based homophily within the merged organization: most interpersonal relationships existing within these networks remained among the employees who worked together prior to the merger. However, the informal and expressive networks of mentoring, friendship, and socioemotional support were even more disconnected than the formal and instrumental networks of work relationships and problem solving. We highlight the role of a mentoring network in bridging formal and informal networks in a merged organization.

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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.