Managing Nonprofit Mergers: The Challenges Facing Human Service Organizations

Benton, Amy D.; Austin, Michael J.

doi:10.1080/03643107.2010.518537

Cited by 25 publications

(30 citation statements)

References 38 publications

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“…If leaders have an awareness of the processes of merger, it can be a successful intervention for nonprofits to survive and even thrive (Benton & Austin, 2010).…”

Section: Resultsmentioning

confidence: 99%

Nonprofit Mergers: An Implementation Plan

Ricke-Kiely

Parker

Barnet³

2013

Administration in Social Work

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This article delineates the lessons from four human service organizations that merged into two reconfigured nonprofit organizations. It incorporates experiences in which merger efforts were ineffective as well as successful. We endeavor to offer steps that can assist nonprofits in the merger process after the decision has been made to investigate and consider a merger. The findings offer a road map from a due diligence standpoint, a process of assessment, design, and strategy execution for the establishment of a merger process. It is designed to complement Gulati's (1998) social network theory, which delineates the identification of partners and the building alliances.

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“…If leaders have an awareness of the processes of merger, it can be a successful intervention for nonprofits to survive and even thrive (Benton & Austin, 2010).…”

Section: Resultsmentioning

confidence: 99%

Nonprofit Mergers: An Implementation Plan

Ricke-Kiely

Parker

Barnet³

2013

Administration in Social Work

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“…In the current environment, there is emphasis on the use of restructuring as a mechanism to strengthen and better fulfill organizational missions in the nonprofit sector (Cortez et al, 2009;La Piana, 2010;Reed & Dowd, 2009). There are also good practice-based recommendations available on how nonprofits can best manage the merger process (Benton & Austin, 2010).…”

Section: Review Of the Literaturementioning

confidence: 99%

“…Beyond financial, legal, and structural issues, the importance of negotiating differences between organizational cultures has been raised in the literature, including the notion of conducting "cultural due diligence" as part of this process (Benton & Austin, 2010).…”

Section: Opportunities For Funders To Support Restructuringmentioning

confidence: 99%

Merging Ahead, Increase Speed: A Pilot of Funder-Driven Nonprofit Restructuring

Fischer

Vadapalli

Coulton

2017

J. Public Nonprof Aff.

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Across the nonprofit sector, agencies are faced with increased competition for finite resources, along with increased scrutiny from funders and other stakeholders regarding their efficiency and effectiveness. One avenue that has been pursued to deal with this changing environment is the examination of a range of restructuring options, from collaboration to corporate merger (Kirkpatrick, 2007). Done well, these restructuring efforts result in agencies being better able to deliver on their core mission and often with enhanced sustainability. Though collaboration and consolidation have long been seen as effective methods for enhancing nonprofit performance, too often their use by nonprofits has been confined to times of financial hardship and organizational difficulty. A focus of this study was to examine an initiative to help nonprofits explore restructuring from a position of strength, rather than when organizational pressures lead to it as required option.

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“…Horwitz, Chamberlain, Landsverk, and Mullican (2010), with reference to the field of child welfare, identify the continued inability we experience in attempting to implement EPB in routine service settings. They also contend that in comparison to the fields of health and mental health, child welfare systems have only recently had access to EPB information (Austin, 2010), and are only beginning to understand and become comfortable with the EBP implementation process. Chaskin (2008) highlights the importance and utility of program evaluation, particularly formative evaluation and the engagement of multiple stakeholders, in the implementation of EPB.…”

Section: Critical Factors In Implementationmentioning

confidence: 99%

“…This group suggested that webinars be offered that focus on effective leadership within the context of organizational and systemic change (Benton & Austin, 2010).…”

Section: Executive Director Surveymentioning

confidence: 99%

Promoting Evidence-Informed Practice in Child Welfare in Ontario

Shera

Dill²

2011

Research on Social Work Practice

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Practice and Research Together (PART) is an Ontario-based research utilization initiative, the core function of which is to distil and disseminate practice-relevant research findings to child welfare practitioners. This article addresses (a) the mission and goals of the PART program; (b) the key components of the program design; (c) the conceptual foundations of evidence-informed practice (EIP) as it relates to the program; (d) the successes and challenges of implementation to date; (e) the results of a comprehensive evaluation; and (f) areas for future research and development. Key findings of the formative evaluation include Link PARTners (LPs-organizational representatives) feeling isolated in their role in promoting organizational change; frontline practitioners reporting that they have little time or resources to use the program materials; supervisors stating that they support the concept of EIP but lack the skills and abilities to move these ideas forward; and executive directors are requesting more evidence to promote organizational and systemic change.

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Managing Nonprofit Mergers: The Challenges Facing Human Service Organizations

Cited by 25 publications

References 38 publications

Nonprofit Mergers: An Implementation Plan

Nonprofit Mergers: An Implementation Plan

Merging Ahead, Increase Speed: A Pilot of Funder-Driven Nonprofit Restructuring

Promoting Evidence-Informed Practice in Child Welfare in Ontario

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