International Journal of Public Administration · 2001 · 16 citations · 15 references
BusinessNonprofit ManagementOrganization StudiesFundraisingMergersOrganizationsMerger StrategyMergers And AcquisitionsNonprofit OrganizationsMerger DissolutionNonprofit MergerPost-merger RestructuringVolunteer Time Off
As the number of private, nonprofit organizations in the United States continues to grow annually, the competition for clients, funding, and volunteer time also escalates. As a result, some experts suggest that a restructuring of the nonprofit sector is occurring. The increasing number of mergers by nonprofit organizations is evidence of this restructuring. This paper examines merger as a termination alternative that avoids organization dissolution and focuses on the internal and external forces that drive nonprofit organization decision makers to consider merger. Three case studies are used to illustrate the concept of merger in the nonprofit context as a continuum of organization combination strategies that range from consolidation to acquisition.
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