Mark I. Singer is an associate professor at the Mandel School of Aplied Social Scienecs and asistant professor of pediatrics at Case Western Reserve University.
Organizational metamorphosis: A study of eighteen nonprofit mergers, acquisitions, and consolidations
Article first published online: 27 DEC 2006
Copyright © 1991 Wiley Periodicals, Inc., A Wiley Company
Nonprofit Management and Leadership
Volume 1, Issue 4, pages 357–369, Summer 1991
How to Cite
Singer, M. I. and Yankey, J. A. (1991), Organizational metamorphosis: A study of eighteen nonprofit mergers, acquisitions, and consolidations. Nonprofit Management and Leadership, 1: 357–369. doi: 10.1002/nml.4130010406
- Issue published online: 27 DEC 2006
- Article first published online: 27 DEC 2006
This article reviews the literature on nonprofit mergers and presents a study of eighteen nonprofit merger, acquisition, or consolidation transactions. The findings underscore financial reasons as the chief motivation for mergers and cite the inability of small agencies to compete as an important contributing factor. Morale and productivity declined when staff had serious concerns about their future. Good leadership and honest and open communication were considered vital to ensuring a smooth merger process.