The Three P’s in Nonprofit Human Service Mergers: Strategic Response to Coping with a Crisis

Figures & data

Figure 1. Resources of merging NPHSOs, rank-ordered.

Figure 2. Enabling factors in the merger stage, rank-ordered.

Table 1. Attitudes toward the merger outcomes: overall means and by predetermined targets.

“The merger …	M (SD) (1–5 scale)	Predetermined targets Yes || No		Significant difference (t-test)
was an important step for my NPO”	4.09 (1.25)	4.57	3.76	✓
contributed to achieving our organizational objectives”	3.96 (1.28)	4.50	3.65	✓
enabled increased budgets”	3.67 (1.23)	4.19	3.30	✓
broadened the client base”	3.59 (1.30)	4.19	3.20	✓
enabled greater influence on policymakers”	3.59 (1.26)	4.00	3.40
improved the quality of services”	3.55 (1.18)	3.94	3.37
enabled greater market share”	3.45 (1.30)	3.81	3.30
enabled us to win more tenders”	3.19 (1.26)	3.63	2.95
“I’d like to go back to the pre-merger situation”	1.34 (0.75)	1.14	1.41

Table 2. Post-merger organizational culture: overall means and by predetermined targets.

“In the merged NPO …	M (SD) (1–5 scale)	Predetermined targets Yes || No		Significant difference (t-test)
there’s a climate of mutual trust between the board members and management”	4.00 (1.1)	4.44	3.63	✓
there’s a climate encouraging new ideas and new ways to solve problems”	3.91 (1.01)	4.33	3.63	✓
there’s a sense of stability and confidence”	3.61 (1.18)	4.06	3.32	✓
management sets high performance standards to employees than in pre-merger”	2.72 (1.21)	3.06	2.53
greater importance is attached to org. performance than in pre-merger”	2.38 (1.25)	2.63	2.26
there is suspicion between the employees from the two pre-merger NPOs”	2.25 (1.27)	1.94	2.53

Table 3. Merger motives and merger outcomes: correlational table.

Motives Outcomes		Professional	Economic	Personal	Funders’ pressure	Political-Internal	Political-External
	Important step for my NPO	.682^**	−.163	−.356^*	−.448^*	−.150	−.532^**
	Achieve org. objectives	.538^**	−.218	−.330	−.377^*	−.122	−.447^*
	Increased budgets	.284	.179	−.254	−.056	−.276	−.184
	Broaden client base	.510^**	−.021	−.444^**	−.170	−.162	−.272
	Influence on policymakers	.421^**	.163	−.200	−.031	−.280	−.152
	Improved service quality	.522^**	−.060	−.242	−.223	−.309	−.289
	Greater market share	.254	−.030	−.440^**	.035	−.215	−.080
	Win more tenders	.389^*	−.083	−.193	−.195	−.289	−.223
	Go back to pre-merger situation	−.672^**	.035	.397*	.357*	.242	.343

*p < .05(two-tailed); **p < .01 (two-tailed). Significant correlations are bolded.

Table 4. Merger motives and post-merger organizational culture: correlational table.

Motives Org. Culture	Professional	Economic	Personal	Funders’ pressure	Political- Internal	Political-External
Climate of Mutual trust	.595^**	−.048	−.398^*	−.576^**	−.375^*	−.680^**
Encouragement of new ideas	.572^**	.088	−.311	−.512^**	−.262	−.550^**
Sense of stability and confidence	.365^*	.056	−.107	.082	−.147	−.132
High standards to employees	.251	−.091	−.371^*	−.217	−.338^*	−.282
Organizational performance	.199	.092	−.332^*	−.090	−.190	−.091
Suspicion between employees	−.325	−.207	.134	.270	.258	.418^*

*p < .05(two-tailed); **p < .01 (two-tailed). Significant correlations are bolded.

Figure 3. Roadmap of the findings by merger stage.