Merger and Acquisition Activity Between Nonprofit Social Service Organizations: A Case Study
- 1 December 1992
- journal article
- other
- Published by SAGE Publications in Nonprofit and Voluntary Sector Quarterly
- Vol. 21 (4) , 367-380
- https://doi.org/10.1177/089976409202100404
Abstract
This article reports a case study of the process of mergering two nonprofit social service organizations. Although the event was de picted as a merger by the majority of stakeholders, it was in fact an acquisition or buyout of one organization. Although the negotiation processes were described in the language of efficiency, power issues were their focus. Awareness of power differentials and insight into outcome expectations provided leverage to the acquired group. Judi cious use of ambiguity aided participants in reaching accord in the negotiations.Keywords
This publication has 5 references indexed in Scilit:
- Merger motives and merger prescriptionsStrategic Management Journal, 1990
- Research notes and communications management objectives in mergers and acquisitionsStrategic Management Journal, 1990
- Doing a deal: Merger and acquisition negotiations and their impact upon target company top management turnoverStrategic Management Journal, 1989
- Discerning Threats and OpportunitiesAdministrative Science Quarterly, 1988
- Corporate Acquisitions: A Process PerspectiveAcademy of Management Review, 1986