03708nam 2200721 a 450 991080891030332120250331122645.0978661268836297804706424670470642467978128268836012826883679781118386712111838671X97804706424430470642440(CKB)2560000000011288(EBL)537361(OCoLC)638860428(SSID)ssj0000440231(PQKBManifestationID)11302715(PQKBTitleCode)TC0000440231(PQKBWorkID)10470802(PQKB)11328292(MiAaPQ)EBC537361(Au-PeEL)EBL537361(CaPaEBR)ebr10392496(CaONFJC)MIL268836(OCoLC)503307980(FINmELB)ELB179293(Perlego)1009725(EXLCZ)99256000000001128820100201d2010 uy 0engur|n|---|||||txtccrNonprofit mergers and alliances /Thomas A. McLaughlin2nd ed.Hoboken, N.J. Wileyc20101 online resource (287 p.)Includes index.9780470601631 0470601639 Nonprofit Mergers and Alliances, Second Edition; Contents; Acknowledgments; Introduction; Chapter 1: A Valid Strategic Option for the Future; Chapter 2: The Freestanding Nonprofit and Other Rugged Individualists; Chapter 3: Logic of Integrated Service Delivery; Chapter 4: Deciding to Collaborate; Chapter 5: Preserving Identity; Chapter 6: The Role of Funders; Chapter 7: C.O.R.E. Continuum of Collaboration; Chapter 8: Economic-Level Collaboration; Chapter 9: Responsibility-Level Collaboration; Chapter 10: Operations-Level Collaboration; Chapter 11: Corporate-Level Collaboration: MergerChapter 12: Models of Collaboration: Merger by Management CompanyChapter 13: Models of Collaboration: Alliances; Chapter 14: Models of Collaboration: Partnerships with and between Nonprofits; Chapter 15: Merger Myths; Chapter 16: First Steps; Chapter 17: Merger or Alliance? How to Decide; Chapter 18: First Phase of a Merger: Feasibility Assessment; Chapter 19: Second Phase of a Merger: Implementation Planning; Chapter 20: Third Phase of a Merger: Integration; Chapter 21: The Seven Stages of Alliance Development; Chapter 22: Postscript and Conclusion; About the Author; IndexClear, practical, step-by-step guidance through the nonprofit merger process Using real-world examples, case studies, and enduring frameworks, Nonprofit Mergers and Alliances, Second Edition offers clear, practical, step-by-step guidance through the merger and alliance development process. From assessing feasibility and planning for implementation to post-merger integration, this ground-breaking work points out pitfalls and offers insightful commentary in every chapter.Provides a comprehensive framework for designing and implementing effective collaborations of all kiNonprofit organizationsConsolidation and merger of corporationsStrategic alliances (Business)Nonprofit organizations.Consolidation and merger of corporations.Strategic alliances (Business)658.1/62McLaughlin Thomas A251434MiAaPQMiAaPQMiAaPQBOOK9910808910303321Nonprofit mergers and alliances3938717UNINA