This article explores the decision-making process nonprofit organizations use to determine whether to pursue merger or other forms of interorganizational restructuring. The research uses a case study design, analyzing four examples of interorganizational restructuring. The findings describe both the structure and the characteristics of the processes used in four cases. The research found that the decision-making processes used in the four cases had several core elements. Participants in restructuring customized decision-making processes to meet their needs, and power dynamics shaped those processes. Findings about the characteristics of the process emphasize the importance of communication and trust. How partners used power affected the decision-making process and had implications for postmerger success. Decision-making processes for cases involving two partners exhibited characteristics that were different from those involving multiple partners. Future research should consider the role of trust in restructuring decisions and the responsibilities of board and staff in the restructuring assessment process.
This is the peer reviewed version of the following article:
Campbell, D. (2008). Getting to yes … or no: Nonprofit decision making and interorganizational restructuring. Nonprofit Management and Leadership, 19(2), 221-241.doi: 10.1002/nml.216,
which has been published in final form at .doi: 10.1002/nml.216, This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
Campbell, David A., "Getting to Yes . . . or No Nonprofit Decision Making and Interorganizational Restructuring" (2008). Public Administration Faculty Scholarship. 42.