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

References

• Barnes, J. E., & Fisher, S. G. (2006). A recipe for success: The blending of two disparate nonprofit cultures into a successful collaboration–A case study. Journal of Foodservice Business Research, 9(2–3), 111–125. https://doi.org/10.1300/J369v09n02_07
   Google Scholar
• Beck, U. (1992). Risk society: Towards a new modernity. Sage.
   Google Scholar
• Benton, A. D., & Austin, M. J. (2010). Managing nonprofit mergers: The challenges facing human service organizations. Administration in Social Work, 34(5), 458–479. https://doi.org/10.1080/03643107.2010.518537
   Web of Science ®Google Scholar
• Campbell, D. (2009). Giving up the single life: Leadership motivations for interorganizational restructuring in nonprofit organizations. Administration in Social Work, 33(4), 368–386. https://doi.org/10.1080/03643100903012297
   Web of Science ®Google Scholar
• Chen, B., & Kranskopf, J. (2013). Examining formal and informal networks in a merged nonprofit organization. Nonprofit Management & Leadership, 23(3), 325–345. https://doi.org/10.1002/nml.21063
   Web of Science ®Google Scholar
• Choi, D., Ferris, A., Marrese, T., Cnaan, R., & Handy, F. (2023). The implications of the COVID-19 pandemic on recruitment and retention of volunteers and donors in the U.S. Human Service Organizations: Management, Leadership & Governance, 1–15. https://doi.org/10.1080/23303131.2023.2232844
   Web of Science ®Google Scholar
• Civic Leadership. (2020). The COVID-19 Crisis: Summary and organizations’ Status (Heb.). Link
   Google Scholar
• Civic Leadership. (2021). The COVID-19 Crisis: The Third Sector Situation Room (Heb.). https://www.corona.migzar3.org.il/
   Google Scholar
• Cooper, K. R., & Maktoufi, R. (2019). Identity and integration: The roles of relationship and retention in nonprofit mergers. Nonprofit Management & Leadership, 30(2), 299–319. https://doi.org/10.1002/nml.21382
   Web of Science ®Google Scholar
• Creswell, J. W. (2013). Steps in conducting a scholarly mixed methods study. Discipline-Based Education Research Group, University of Nebraska-Lincoln.
   Google Scholar
• Fischer, R., Vadapali, D., & Coulton, C. (2017). Merging ahead, increased speed: A pilot of funder-driven nonprofit restructuring. Journal of Public and Nonprofit Affairs, 3(40), 40–54. https://doi.org/10.20899/jpna.3.1.40-54
   Google Scholar
• Giffords, E. D., & Dina, R. P. (2003). Changing organizational cultures: The challenge in forging successful mergers. Administration in Social Work, 27(1), 69–81. https://doi.org/10.1300/J147v27n01_05
   Web of Science ®Google Scholar
• Goldkind, L., Pardasani, M., & Marmo, S. (2013). Merging for survival: An innovative collaboration effort, one year later. Administration in Social Work, 37(2), 199–212. https://doi.org/10.1080/03643107.2012.674478
   Web of Science ®Google Scholar
• Golensky, M., & DeRuiter, G. (2002). The urge to merge: A multiple case study. Nonprofit Management & Leadership, 13(2), 169–186. https://doi.org/10.1002/nml.13205
   Google Scholar
• Golensky, M., & DeRuiter, G. L. (1999). Merger as a strategic response to government contracting pressures. Nonprofit Management & Leadership, 10(2), 137–152. https://doi.org/10.1002/nml.10203
   Google Scholar
• Gomes, E., Weber, J., Brown, C., & Tarba, S. (2011). Managing mergers, acquisitions and strategic alliances: Understanding the process. Palgrave-McMillan.
   Google Scholar
• Hasenfeld, Y. (Ed.). (2010). Human services as complex organizations. Sage.
   Google Scholar
• Kavanagh, M., & Ashkanasy, N. (2006). The impact of leadership and change management strategy on organizational culture and individual acceptance of change during a merger. British Journal of Management, 17(S1), S81–S103. https://doi.org/10.1111/j.1467-8551.2006.00480.x
   Web of Science ®Google Scholar
• Kim, M., & Mason, D. P. (2020). Are you ready: Financial management, operating reserves, and the immediate impact of COVID-19 on nonprofits. Nonprofit and Voluntary Sector Quarterly, 49(6), 1191–1209. https://doi.org/10.1177/0899764020964584
   Web of Science ®Google Scholar
• Kohn, A., & La Piana, D. (2003). Strategic restructuring for nonprofit organizations: Mergers, integrations, and alliances. Prager.
   Google Scholar
• La Piana, D. (2010). Merging wisely. Stanford Social Innovation Review, 8(2), 28–33.
   Google Scholar
• La Piana, D. (2020). COVID-19’s impact on nonprofits’ revenues, digitization, and mergers. Stanford Social Innovation Review. https://doi.org/10.48558/N7ZQ-C677
   Google Scholar
• La Piana, D., & Hayes, M. (2005). M&A in the nonprofit sector: Managing merger negotiations and integration. Strategy & Leadership, 33(2), 11–16. https://doi.org/10.1108/10878570510586793
   Google Scholar
• Lee, R. (2022). When do arts organizations merge? A window of opportunity for nonprofit mergers. Nonprofit Management & Leadership, 33(4), 1–14. https://doi.org/10.1002/nml.21539
   Web of Science ®Google Scholar
• Limor, N. (2009). A time of crisis for the third sector: NGO liquidation, restructuring, and mergers. Taagidim, 6(1), 59–93. (Heb.).
   Google Scholar
• Loomis, J. (2020). The COVID wildfire: Non-profit organizational challenge and opportunity. Canadian Journal of Nonprofit and Social Economy Research, 11(2), 8–11. https://doi.org/10.29173/cjnser.2020v11n2a396
   Web of Science ®Google Scholar
• Macmillan, R. (2020). Somewhere over the rainbow: Third sector research in and beyond coronavirus. Voluntary Sector Review, 11(2), 129–136. https://doi.org/10.1332/204080520X15898833964384
   Web of Science ®Google Scholar
• McCormick, D. (2001). Nonprofit mergers: The power of successful partnerships. Aspen Publishers.
   Google Scholar
• Miles, M. B., & Huberman, A. M. (1994). Qualitative data analysis: An expanded sourcebook. Sage.
   Google Scholar
• Milway, K. S., Orozco, M., & Botero, C. (2014). Why nonprofit mergers continue to lag. Stanford Social Innovation Review, 12(2), 48–54.
   Google Scholar
• Mullins, D. (2006). Competing institutional logistics? Local accountability and scale and efficiency in an expanding non-profit housing sector. Public Policy & Administration, 21(3), 6–24. https://doi.org/10.1177/095207670602100302
   Google Scholar
• Neely-Barnes, S., Hunter, A., Meiman, J., Malone, C., Hirschi, M., & Delavega, E. (2021). Leaning into the crisis: Managing COVID-19 in social services and behavioral health agencies. Human Service Organizations, Management, Leadership & Governance, 45(4), 293–306. https://doi.org/10.1080/23303131.2021.1915905
   Web of Science ®Google Scholar
• Norris-Tirell, D. (2001). Organization termination or evolution? Mergers in the nonprofit sector. International Journal of Public Administration, 24(3), 311–322. https://doi.org/10.1081/PAD-100000450
   Google Scholar
• Pietroburgo, J., & Wernet, S. P. (2010). Nonprofit mergers: Assessing the motivations and means. Journal of Leadership Studies, 3(4), 23–33. https://doi.org/10.1002/jls.20136
   Google Scholar
• Reddy, K. S. (2015). The state of case study approach in mergers and acquisitions literature: A bibliometric analysis. Future Business Journal, 1(1–2), 13–34. https://doi.org/10.1016/j.fbj.2015.09.001
   Google Scholar
• Reeve, K., & Wong, K. M. (2015). Non-profit mergers: A new path to success? Quarterly Review of Business Disciplines, 2(3), 1–14.
   Google Scholar
• Ricke-Kiely, T. A., Parker, J., & Barnet, T. (2013). Nonprofit mergers: An implementation plan. Administration in Social Work, 37(2), 158–170. https://doi.org/10.1080/03643107.2012.671150
   Web of Science ®Google Scholar
• Sargeant, A., & Jay, E. (2002). The role of funders in nonprofit merger activity: Implications for charity fundraising and marketing practice. Journal of Marketing Management, 18(9/10), 953–970. https://doi.org/10.1362/0267257012930394
   Google Scholar
• Schmid, H. (1995). Merging nonprofit organizations: Analysis of a case study. Nonprofit Management & Leadership, 5(4), 377–391. https://doi.org/10.1002/nml.4130050405
   Google Scholar
• Schmid, H. (2010). Organizational change in human service organizations: Theories, boundaries, and implementation. In Y. Hasenfeld (Ed.), Human services as complex organizations (pp. 455–479). Sage.
   Google Scholar
• Schmid, H. (2021). Reflections on the relationships between government and civil society organizations during the Covid-19 pandemic: The Israeli case. Nonprofit Policy Forum, 21(1), 189–197. https://doi.org/10.1515/npf-2021-0003
   Google Scholar
• Singer, M., & Yankey, J. (1991). Organizational metamorphosis: A study of eighteen nonprofit mergers, acquisitions, and consolidations. Nonprofit Management & Leadership, 1(4), 357–370. https://doi.org/10.1002/nml.4130010406
   Google Scholar
• Stake, R. E. (2006). Multiple case study analysis. Guilford Press.
   Google Scholar
• Taylor, J., Austin, M., & Caputo, R. (1992). Managing mergers of human service agencies: People, programs, and procedures. Child Welfare, 71(1), 37–52.
   Web of Science ®Google Scholar
• Terry, G., Hayfield, N., Clarke, V., & Braun, V. (2017). Thematic analysis. The SAGE Handbook of Qualitative Research in Psychology, 2, 17–37. http://doi.org/10/4135/9781526405555
   Google Scholar
• Thach, L., & Nyman, M. (2001). Leading in limbo land: The role of a leader during merger and acquisition transition. Leadership & Organization Development Journal, 22(4), 146–150. https://doi.org/10.1108/01437730110395033
   Google Scholar
• Toepler, S., Seitchek, C., & Cameron, T. (2004). Small organizations’ mergers in art and humanities. Nonprofit Management & Leadership, 15(1), 95–115. https://doi.org/10.1002/nml.55
   Google Scholar
• van Bortel, G., Mullins, D., & Gruis, V. (2010). Change for the better? Making sense of housing association mergers in the Netherlands and England. Journal of Housing and the Built Environment, 25(3), 353–374. https://doi.org/10.1007/s10901-010-9191-8
   Web of Science ®Google Scholar
• Weber, Y., & Tarba, S. (2012). Mergers and acquisitions process: The use of corporate culture analysis. Cross-Cultural Management: An International Journal, 19(3), 288–303. https://doi.org/10.1108/13527601211247053
   Google Scholar
• Wernet, S., & Jones, S. (1992). A merger and acquisition activity between nonprofit social service organizations: A case study. Nonprofit and Voluntary Sector Quarterly, 21(4), 367–380. https://doi.org/10.1177/089976409202100404
   Google Scholar
• Young, D. R. (2023). Nonprofits as a resilient sector: Implications for public policy. Nonprofit Policy Forum, 14(3), 237–253. https://doi.org/10.1515/npf-2022-0038
   Web of Science ®Google Scholar
• Young, D., & Searing, E. (2022). Resilience and the management of nonprofit organizations. Edward Elgar Publishing.
   Google Scholar