Identity and integration: The roles of relationship and retention in nonprofit mergers

Cooper, Katherine R.; Maktoufi, Reyhaneh

doi:10.1002/nml.21382

Cited by 7 publications

(5 citation statements)

References 24 publications

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“…These two constructs have begun to gain traction in current research (Sandfort, 2011;Battilana et al, 2017). Existing studies examined how employees' interpretations of organizational identity determined their responses to leadership succession in a nonprofit (Balser and Carmin, 2009); discussed the strategic and structural implications of organizational identity for nonprofit organizations (Young, 2001); and explored the roles of relationships and employee retention (Cooper and Maktoufi, 2019). Second, this study integrates three streams of research -organizational identity and identification, social network, and post-merger integration -into a model of antecedents of post-merger identification.…”

Section: Discussionmentioning

confidence: 99%

Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness

Chen¹,

Krauskopf²

2022

Front. Hum. Dyn.

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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.

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Section: Discussionmentioning

confidence: 99%

Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness

Chen¹,

Krauskopf²

2022

Front. Hum. Dyn.

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“…Alternatively, these preferences may indicate a potential survival strategy, or a willingness on behalf of FBOs to work more closely with other agencies to navigate organizational or environmental turbulence. Organizational integration in the form of combining resources is one way for nonprofits to survive in a competitive environment; additionally, for some nonprofits, collaborative activity with a trusted partner is a stepping stone to exploring other forms of organizational restructuring (see Cooper & Maktoufi, 2019).…”

Section: Discussionmentioning

confidence: 99%

Multiple Identities in Faith-based Organizations: Exploring Status and Value Homophily in Idealized Partnerships

Cooper

2021

Communication Research

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Research suggests that organizations tend to collaborate with others that share similar ascribed status, but focuses less on the role of value homophily. To advance a fuller understanding of how organizations select partners, this study examines the roles of—and relationship between—status and value homophily in interorganizational collaboration (IOC). Specifically, it examines the influence of value homophily (i.e., similar service, staff, and organizational identity) on three forms of status homophily ( attribute-based, geography-based, and institutional) in nonprofit collaborative aspirations. Survey data from 141 U.S. faith-based organizations (FBOs) revealed the differential impact of organizational and service religiosity on FBOs’ collaboration preferences. Specifically, findings suggest that organizational religiosity makes FBOs more restrictive, but service religiosity makes FBOs less restrictive in ideal partner selection. The results suggest theoretical contributions to communication research on IOC and social networks, as well as implications for navigating multifaceted organizational identities and cross-sector partnerships.

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“…Mergers between NPOs were viewed as a strategic choice by funders to pool resources and gain access to much needed funding stability to ensure continuity toward their missions (Cooper & Maktoufi 2019). A downside to a merger occurs when one NPO is in a stronger resource and negotiating position than the other NPO.…”

Section: Mergers and Acquisitionsmentioning

confidence: 99%

Nonprofit organisational resilience: Proposing a conceptual adaptive capacity framework

2022

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Orientation: Nonprofit organisations (NPOs) play a key role in resolving the challenges and inequalities prevalent in South Africa; however, turbulent events have led to existential concerns for many NPOs. It is important to understand how NPOs can augment their organisational resilience to mitigate existential concerns.Research purpose: Organisational resilience literature is in the nascent phase, and it is not yet clear how organisational resilience may be achieved. The objective of this article is to peruse relevant literature and propose an adaptive capacities conceptual framework for NPOs to enhance organisational resilience.Motivation for the study: A perusal of relevant literature was undertaken to identify the adaptive capacities of NPOs. One hundred and thirty-seven peer-reviewed articles were identified from electronic databases including EBSCO Host, Google Scholar, JSTOR, and Academic Search Complete. A thematic analysis of the literature reviewed resulted in 15 adaptive capacity themes that underwrite the proposed conceptual framework.Research design, approach and method: A perusal of relevant literature was undertaken to identify the adaptive capacities of NPOs. Common themes occurring from the literature reviewed resulted in three broad adaptive capacity categories that underwrite the proposed conceptual framework.Main findings: Nonprofit organisational resilience may be achieved by developing the interconnected adaptive capacities identified within the broad categories that are as follows: culture, leadership and people; tactical administration; and tactical planning and restructuring.Practical/managerial implications: Barriers to organisational resilience are connected to managers’ beliefs that no benefit is gained from a resilience outlook. The proposed framework could assist to reduce this barrier.Contribution/value-add: The conceptual model proposed provides a holistic view to enhance nonprofit organisational resilience and contribute to the academic literature on organisational resilience theory, which is in the nascent phase.

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Identity and integration: The roles of relationship and retention in nonprofit mergers

Cited by 7 publications

References 24 publications

Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness

Nonprofit post-merger identification: Network size, relational heterogeneity, and perceived integration effectiveness

Multiple Identities in Faith-based Organizations: Exploring Status and Value Homophily in Idealized Partnerships

Nonprofit organisational resilience: Proposing a conceptual adaptive capacity framework

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