LEADER 03708nam  2200721 a 450 
001 9910808910303321
005 20250331122645.0
010   $a9786612688362
010   $a9780470642467
010   $a0470642467
010   $a9781282688360
010   $a1282688367
010   $a9781118386712
010   $a111838671X
010   $a9780470642443
010   $a0470642440
035   $a(CKB)2560000000011288
035   $a(EBL)537361
035   $a(OCoLC)638860428
035   $a(SSID)ssj0000440231
035   $a(PQKBManifestationID)11302715
035   $a(PQKBTitleCode)TC0000440231
035   $a(PQKBWorkID)10470802
035   $a(PQKB)11328292
035   $a(MiAaPQ)EBC537361
035   $a(Au-PeEL)EBL537361
035   $a(CaPaEBR)ebr10392496
035   $a(CaONFJC)MIL268836
035   $a(OCoLC)503307980
035   $a(FINmELB)ELB179293
035   $a(Perlego)1009725
035   $a(EXLCZ)992560000000011288
100   $a20100201d2010      uy         0
101 0 $aeng
135   $aur|n|---|||||
181   $ctxt
182   $cc
183   $acr
200 10$aNonprofit mergers and alliances /$fThomas A. McLaughlin
205   $a2nd ed.
210   $aHoboken, N.J. $cWiley$dc2010
215   $a1 online resource (287 p.)
300   $aIncludes index.
311 08$a9780470601631 
311 08$a0470601639 
327   $aNonprofit 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: Merger
327   $aChapter 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; Index
330   $aClear, 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 ki
606   $aNonprofit organizations
606   $aConsolidation and merger of corporations
606   $aStrategic alliances (Business)
615  0$aNonprofit organizations.
615  0$aConsolidation and merger of corporations.
615  0$aStrategic alliances (Business)
676   $a658.1/62
700   $aMcLaughlin$b Thomas A$0251434
801  0$bMiAaPQ
801  1$bMiAaPQ
801  2$bMiAaPQ
906   $aBOOK
912   $a9910808910303321
996   $aNonprofit mergers and alliances$93938717
997   $aUNINA