Drawing attention to an under-examined process during organizational socialization, we develop theory to explain how newcomers' new organizational roles and social identities become embedded. The process of identities becoming embedded is influenced by how an individual's preexisting identities interact with new organizational identities during socialization. Perceived harmony relationships among identities indicate if newcomers experience identities interacting in a positive or negative manner generally. Using a network perspective, we suggest that the identity embeddedness of new roles and identities are indicated by: degree centrality in an intrapersonal identity harmony network, perceived harmony with the network itself, and the perceived cost of lacking harmony with a focal identity. Newcomers are likely to be more satisfied and engaged with identities with greater embeddedness as well as find such identities more salient. Organizations can work to embed their employees' new identities through initiating identity work directed towards increasing harmony perceptions among the newcomers' new organizational identities and preexisting identities. Through helping individuals create harmony relationships among identities, organizations can improve socialization outcomes.