Introduction: Why Nonprofits Struggle With Mergers and Acquisitions

At Abundance Leadership Consulting, we’ve spent the last 10 years guiding organizations and teams through a wide range of transitions. Some transitions involved changes in executive leadership that required a deeper look at an organization’s role within its broader ecosystem and among its strategic partners. Others involved organizations that had completed the legal and financial components of a merger, only to find themselves struggling with the far more challenging work of integrating two distinct organizational cultures.

We’ve also supported teams experiencing internal conflict or misalignment that put strategically important relationships at risk. And we’ve partnered with funders seeking landscape analyses to understand what an entire statewide ecosystem needs, including which organizations should remain as they are and which might be better positioned to merge in service of a shared mission and purpose.

Across all of these engagements, the work consistently reflected characteristics of mergers and acquisitions, yet no two situations were identical. What each one did have in common was the need for organizational continuity and strategic alignment. While that looked different for every client, the underlying goal remained the same: ensuring mission clarity, community impact, and long-term sustainability. This is precisely what makes nonprofit mergers unique.

In this article, we’ll walk through the key differences between mergers and acquisitions, highlight best practices and common pitfalls, and share our trademarked F.A.B.R.I.C.™ framework: our signature approach to helping mission-driven organizations navigate transitions from a place of strength.

Understanding Nonprofit Mergers and Acquisitions

Before diving into strategy, it's essential to understand what we mean by nonprofit mergers and acquisitions. These terms are often used interchangeably, but they represent distinct organizational approaches.

Defining Mergers and Acquisitions in a Nonprofit Context

A nonprofit merger occurs when two or more organizations combine their operations, governance, and assets into a single unified entity. Both organizations formally dissolve, and their stakeholders, staff, programs, and assets become part of a new whole. The challenge: creating cohesion from two distinct organizational cultures.

A nonprofit acquisition happens when one organization absorbs another, often maintaining its legal structure and brand while integrating the acquired organization's operations and staff. The acquiring organization typically remains the legal entity. The advantage: clearer continuity of leadership and vision.

There’s also a lot of nuance with these definitions, which goes to the point that no 2 mergers are the same, and it’s not always as simple or cut and dry in the wild. For example, there can be different subsidiary arrangements where one entity is a member of the other. These arrangements can be more complex. At Abundance Leadership Consulting, we focus on the culture aspects of a merger, and we work in partnership with nonprofit attorneys and accountants to work through the fiscal and legal back-end.

Before an organization decides to merge with or be absorbed by another, it starts with strategic partnerships.

The Strategic Relationship Spectrum

Understanding where your organization falls on the partnership continuum helps clarify which approach might be right for you.

Level 1: Informal Collaboration
Two or more organizations work together on specific projects without formal structures. Examples include co-sponsored programs, shared advocacy, or collaborative funding proposals. Risk is low; commitment is flexible.

Level 2: Formal Partnerships
Organizations establish memoranda of understanding (MOUs), joint committees, or shared staffing arrangements. Decision-making may be shared; resources are pooled for specific initiatives. Risk is moderate; commitment increases. Resources like the Local Initiatives Support Corporation (LISC) provide templates and guidance for formalized partnership structures.

Level 3: Federations or Networks
Multiple independent organizations maintain their legal status while coordinating strategy, sharing back-office functions, or presenting a unified front. Each member organization retains governance autonomy. Risk is moderate; alignment is intentional.

Level 4: Consolidation or Strategic Alliances
Organizations merge some functions while maintaining separate legal entities. They might share executive leadership, back-office operations, or governance structures while preserving brand independence. Risk increases; organizational complexity rises.

Level 5: Full Merger
Two or more organizations combine into a single legal entity with unified governance, operations, and mission. Risk is highest; integration challenges are most complex.

Level 6: Acquisition
One organization absorbs another, maintaining its own legal structure while integrating the acquired organization's assets, staff, and programs. Leadership, mission, and culture typically reflect the acquiring organization's predominant identity.

Many nonprofits discover that intermediate partnership levels: collaboration, federation, or strategic alliance, achieve their goals without the significant integration costs and risks of full mergers.

Types of Nonprofit Mergers Explained

Not all nonprofit mergers are created equal. Understanding different merger types helps you evaluate what might work for your organization.

1. Merger for Growth and Expansion

Some nonprofits merge because they're thriving but want to expand their reach, geographic footprint, or program offerings faster than organic growth allows.

Example: Arizona Children's Association grew from a $4.5 million organization to a $40 million enterprise through strategic acquisitions of complementary organizations serving children and families. Each acquisition expanded their program portfolio and geographic reach.

Best for: Organizations with strong financial health, clear growth strategy, and board/staff appetite for expansion.

Challenges: Maintaining organizational culture while rapidly scaling, integrating diverse program philosophies, and retaining talented staff from acquired organizations.

2. Merger for Mission Expansion or Program Consolidation

Organizations with complementary but distinct missions merge to create more integrated, holistic service delivery.

Example: A job training nonprofit might merge with a mental health organization to provide integrated services, recognizing that employment barriers and mental health challenges are interconnected. This approach aligns with integrated service delivery models advocated by the nonprofit sector.

Best for: Organizations whose programs are interconnected; those seeking to eliminate redundancy while expanding service integration.

Challenges: Ensuring both missions remain visible and valued; navigating different program cultures and methodologies; maintaining funder relationships when the merged mission differs from the original funding sources.

3. Merger for Financial Stability

When organizations face financial challenges, a merger with a stronger partner may ensure mission continuity rather than closure.

Important distinction: The University of Illinois Center for Philanthropy research on nonprofit mergers found that strategic mergers (undertaken from a position of strength) had significantly higher success rates than crisis-driven mergers. This suggests financial desperation alone is a poor merger foundation.

Best for: Organizations with a viable mission but financial headwinds; those where a merger strengthens mission delivery rather than compromising it.

Challenges: Danger of losing organizational identity; risk of integration trauma; potential staff demoralization; concern that merger is driven by scarcity rather than shared purpose.

4. Merger for Leadership Transition

Some organizations use mergers as a tool for navigating leadership changes, particularly valuable when founder-led organizations lack succession plans.

Best for: Organizations facing leadership transitions where a merger with a strong partner eases transition challenges.

Challenges: Ensuring new leadership honors the founding vision; managing fears about losing organizational identity; maintaining stakeholder trust through transition.

5. Merger for Governance Efficiency

Some merged organizations are explicitly created to reduce overhead, improve operational efficiency, and strengthen back-office functions. The Nonprofit Finance Fund provides resources on optimizing nonprofit operational structures.

Best for: Organizations comfortable with streamlined governance; those with straightforward program delivery where operational consolidation doesn't compromise mission.

Challenges: Risk of reducing organizational responsiveness to community needs; potential loss of autonomy in decision-making; cultural integration across different governance philosophies.

6. Acquisition of Program-Specific Organizations

Larger organizations may acquire smaller ones specifically for their programs, staff expertise, or community relationships rather than merging them into a unified structure.

Example: A large educational nonprofit acquires a smaller organization that specializes in serving formerly incarcerated youth, bringing that expertise and community relationships into the larger organization while potentially maintaining some brand distinction.

Best for: Organizations seeking specific capabilities or constituencies; those where specialized focus adds value within a larger organization.

Challenges: Maintaining the acquired organization's distinct culture and identity; ensuring specialized focus isn't diluted; managing staff concerns about loss of autonomy.

How M&A Applies to Nonprofits: Unique Challenges and Opportunities

Nonprofits face distinct mergers and acquisitions dynamics that differ fundamentally from corporate mergers.

The Relationship Asset is Irreplaceable

Unlike corporations, nonprofits depend on deep community relationships developed over decades. A conservation organization's relationships with landowners, indigenous nations, and local communities are irreplaceable assets. A youth-serving nonprofit's connections with schools, mentors, and families are foundational to its effectiveness.

Resources from Bridgespan Group emphasize that nonprofit value extends far beyond balance sheets; the organizational relationships and community trust are critical assets often overlooked in traditional M&A approaches.

During mergers, these relationships are vulnerable. Staff departures mean lost relationships. Governance changes can signal changing priorities to partners. Brand transitions can create confusion about whether the organization still exists.

Best practice: Design mergers that explicitly preserve and strengthen these relationships. Involve community partners in transition planning. Maintain relationship-holders in their roles when possible. Communicate clearly about continuity of values and commitment.

Mission Drift Risk

Financial pressures can tempt nonprofits to prioritize operational efficiency over mission fidelity. A merger can inadvertently shift organizational focus toward serving those who are easiest and cheapest to serve rather than those the organization was founded to reach.

The Alliance for Nonprofit Management provides guidance on mission-centered organizational decision-making throughout transitions.

Best practice: Establish mission as the primary merger evaluation criterion. Conduct a mission compatibility assessment before proceeding. Build community accountability into post-merger governance.

Staff Retention and Morale

Mergers create uncertainty. Staff worry about job security, role changes, and whether their work will be valued in a new structure. Research from Bridgespan and Nonprofit HR shows that staff departures are among the most significant post-merger challenges.

Best practice: Invest heavily in change management. Communicate openly and frequently. Involve staff in integration planning. Provide professional development to help staff transition successfully. Consider retention bonuses for key staff.

Funding and Funder Relationships

Individual donors, government agencies, and foundations may have funded the original organization specifically. A merger can create confusion: Does the funding still apply? Will the organization still focus on the original mission? Do funders need to be re-engaged?

The Leading Transitions resource library provides guidance for nonprofits on managing funder relationships through organizational transitions.

Best practice: Develop a comprehensive funder communication strategy. Engage major funders in merger discussions before announcement. Clarify how funding transfers or transitions. Consider merger grants to fund integration expenses.

Community Accountability

Nonprofits operate within communities and are accountable to the constituents they serve. Mergers can create concerns about whether the merged organization will remain accountable to community needs. 

Best practice: Center community voice in merger process. Establish community advisory boards. Conduct constituent impact assessments. Build ongoing feedback mechanisms into post-merger accountability.

Introducing the F.A.B.R.I.C.™ Framework: A Mission-Centered Approach to Nonprofit M&A

After studying successful and unsuccessful nonprofit mergers, Abundance Leadership Consulting developed the F.A.B.R.I.C.™ Framework: a comprehensive, values-driven approach that prioritizes mission, relationships, and organizational health over financial optimization.

What F.A.B.R.I.C.™ Stands For:

F - Fairness-centered accountability
Every decision prioritizes equitable outcomes for all stakeholders, with particular attention to those most vulnerable during transitions.

A - Accountability systems
Clear mechanisms track progress, address concerns, and maintain commitments to all stakeholders throughout the merger process.

B - Belonging and inclusion
All voices are heard, valued, and integrated into the merger process. No stakeholder is left behind or excluded from decision-making.

R - Relationships as priority
The framework recognizes that nonprofits fundamentally operate on trust and relationships. These assets are protected and strengthened, not sacrificed for operational efficiency.

I - Inclusion and representation
The merger process actively includes diverse perspectives - particularly those of historically marginalized communities - ensuring that the merged organization advances equity rather than perpetuating existing disparities.

C - Collaboration throughout
The merger process is fundamentally collaborative, not top-down. Leadership, staff, board members, funders, and community partners are genuine collaborators in shaping the merged organization.

The Five-Phase F.A.B.R.I.C.™) Process

Phase 1: Foundation Assessment (Months 1-2)

Building Understanding and Trust

Before exploring whether a merger makes sense, organizations need a deep understanding of themselves and each other.

Key activities:

• Cultural DNA Analysis: Exploration of each organization's values, practices, and unwritten rules
• Stakeholder Mapping: Comprehensive identification of all internal and external stakeholders
• Community Impact Baseline: Assessment of current community relationships and service delivery
• Leadership Readiness Evaluation: Analysis of leadership capacity for change management

Why it matters: This phase prevents rushed decisions. Organizations often discover that financial challenges can be addressed through other means, not necessarily merger. Others clarify that the merger aligns perfectly with their vision.

Phase 2: Alignment Exploration (Months 2-4)

Discovering Alignment and Addressing Challenges

If the merger remains viable, this phase explores whether the organizations are actually compatible.

Key activities:

• Mission Compatibility Assessment: Evaluation of shared purpose and complementary strengths
• Cultural Integration Planning: Realistic roadmap for blending organizational cultures
• Stakeholder Impact Analysis: Detailed examination of effects on staff, board, clients, and community partners
• Leadership Transition Design: Strategic planning for executive leadership changes

Why it matters: Many potential mergers fail because organizations assume compatibility without thoroughly exploring cultural and mission differences. This phase surfaces those differences before legal commitments.

Phase 3: Integration Strategy (Months 4-6)

Creating the Blueprint for Success

With alignment confirmed, organizations develop a detailed integration strategy.

Key activities:

• Staff Integration Framework: Comprehensive plan for team consolidation, role clarification, and career pathways
• Community Engagement Strategy: Approach for maintaining and strengthening external relationships
• Leadership Succession Planning: Clear timeline and process for executive transitions
• Accountability Systems Design: Mechanisms for monitoring progress and addressing concerns

Why it matters: Integration details determine whether the merger survives beyond the announcement. Clear planning around roles, communication, and community engagement prevents integration trauma.

Phase 4: Implementation Support (Months 6-12)

Guiding the Transformation

After the merger officially closes, ongoing support helps organizations navigate the complexity of becoming unified.

Key activities:

• Change Management Facilitation: Ongoing support for organizational and cultural integration
• Stakeholder Communication: Regular updates and feedback loops with all affected parties
• Performance Monitoring: Tracking of key success metrics and adjustment strategies
• Leadership Development: Coaching and support for emerging leadership structures

Why it matters: Most mergers struggle during implementation. Ongoing external support helps leadership teams stay focused and adjust when challenges emerge.

Phase 5: Sustainability and Growth (Months 12+)

Ensuring Long-Term Success

After integration, organizations need to assess what worked, what didn't, and how to move forward.

Key activities:

• Post-Merger Evaluation: Comprehensive assessment of integration success
• Continuous Improvement Process: Ongoing refinement of systems and relationships
• Future Planning: Strategic visioning for the unified organization's next chapter

Why it matters: The strongest merged organizations treat integration as an ongoing process, not a completed project. Continuous improvement ensures sustained success.

Best Practices for Successful Nonprofit Mergers

Research on successful nonprofit mergers reveals specific practices that lead to positive outcomes. Nonprofit Quarterly’s 2017 research and article on nonprofit management provides additional evidence-based insights.

1. Merge from Strength, Not Desperation

The most significant finding from merger research: Organizations merging from a position of financial and strategic strength have dramatically higher success rates than those merging due to financial desperation.

Research from Northwestern University’s Kellogg School of Management, sponsored by the Polk Brothers Foundation and Chicago Foundation for Women,  examining nonprofit mergers found that strategic mergers from strength achieved significantly higher success rates, while crisis-driven mergers struggled considerably. This suggests that ideally, nonprofits should explore mergers proactively, when they're financially stable and strategically clear about their direction: not when money runs out.

What this means: Nonprofits should evaluate mergers as strategic choices made from positions of organizational health and clarity, not as emergency solutions to financial crises.

2. Build on Existing Relationships

Research shows that the vast majority of successful nonprofit mergers had existing collaborative relationships between organizations before the merger.

What this means: Consider launching with partnership or collaborative projects before considering a merger. This allows organizations to test working relationships, understand cultural fit, and identify potential challenges in a lower-stakes environment.

3. Secure Leadership Ownership and Board Commitment

In the majority of successful mergers studied, a board member or board chair served as the primary merger champion. Executive directors alone cannot drive successful mergers without board-level commitment and ownership.

What this means: Board buy-in is non-negotiable. Before pursuing a merger, ensure that board leadership, not just executive staff, is genuinely committed to the direction and is willing to invest time and energy.

4. Prioritize Mission and Cultural Alignment Before Operational Details

The most successful mergers explicitly prioritized mission compatibility and cultural fit before discussing roles, organizational structure, or operational consolidation. Resources from the Stanford Social Innovation Review emphasize this.

What this means: Spend adequate time exploring whether the organizations' values, mission focus, and operational approaches are actually aligned. Operational integration is easier to manage than fundamental mission and value misalignment.

5. Engage Professional Third-Party Facilitation

In the vast majority of successful mergers studied, external consultants or facilitators led the merger process. This brings objectivity, expertise, and neutrality that internal staff cannot provide. Organizations like Bridgespan and Alliance for Nonprofit Management offer guidance on selecting qualified merger facilitators. Abundance Leadership Consulting can also guide the process through an organizational continuity and culture perspective.

What this means: Hiring external support for merger facilitation typically pays dividends. These professionals understand merger dynamics, have seen what works and what doesn't, and can help organizations navigate emotionally charged conversations.

6. Use Phased Integration Approaches

Instead of attempting complete integration immediately, successful mergers often use phased approaches that allow learning and adjustment.

Example: Big Brothers Big Sisters underwent multiple merger phases over several years, rather than attempting to integrate all programs simultaneously. This allowed them to learn from each phase and adjust approaches.

What this means: Consider whether you can integrate in phases: by program, geography, or function, rather than attempting everything at once.

7. Fund the Integration Process

Mergers cost money: for legal services, consultant fees, communication, staff training, and adjustment periods. Organizations that budgeted for these expenses had better outcomes than those expecting staff to absorb merger work on top of regular responsibilities.

What this means: Secure merger grants or budget dedicated to integration funding. Professional support typically costs between $15,000-$25,000 (through mission-driven firms) to $100,000-$200,000+ (through traditional consulting). This investment typically pays dividends through better integration outcomes.

8. Commit to Long-Term Post-Merger Support

The strongest merged organizations continue change management and integration support for 12-24 months post-merger, not just until legal closure. The Bridgespan research on nonprofit transitions emphasizes the importance of sustained post-merger support.

What this means: Plan for ongoing support beyond the merger announcement. Post-merger coaching, communication support, and conflict-resolution services help organizations navigate ongoing integration challenges.

9. Establish a Clear Stakeholder Communication Strategy

Communication challenges are among the most significant post-merger problems. Organizations that establish clear communication strategies, with different messages for different stakeholder groups, navigate transitions more successfully. The National Council of Nonprofits provides communication templates and guidance.

What this means: Before the merger closes, develop detailed communication plans addressing how you'll keep staff, funders, board, and community informed throughout integration. Establish regular update schedules. Anticipate common questions and concerns.

10. Center Community Voice and External Stakeholder Input

Organizations that actively involved funders, partner organizations, and community members in merger planning had stronger external support for the transition.

What this means: Don't keep merger planning insular. Engage community partners, funders, and constituent representatives in merger discussions. Seek their input. Communicate clearly how merger will affect them.

Common Pitfalls to Avoid

Understanding what goes wrong in nonprofit mergers helps organizations prevent similar mistakes.

Pitfall 1: Insufficient Due Diligence

Many nonprofits rush through the merger process, particularly when facing financial pressure. Inadequate exploration of mission alignment, cultural fit, financial health, and stakeholder concerns creates post-merger problems. Nonprofit Quarterly has documented numerous merger failures traceable to inadequate due diligence.

Prevention: Allocate adequate time for foundation assessment and alignment exploration phases. Don't skip critical conversations to meet arbitrary timelines.

Pitfall 2: Underestimating Integration Complexity

Organizations often assume cultural integration will happen naturally post-merger. In reality, deliberately integrating two distinct organizational cultures requires sustained attention.

Prevention: Invest in change management support. Plan for ongoing cultural integration work through months 6-24 post-merger.

Pitfall 3: Neglecting Staff Concerns and Losing Key People

Many mergers experience significant staff departures during and after integration. Loss of institutional knowledge, program expertise, and community relationships can devastate the merged organization. Nonprofit Leadership Alliance research documents the significant costs of staff turnover during organizational transitions.

Prevention: Communicate openly with staff throughout the merger process. Involve staff in integration planning. Consider retention bonuses for key roles. Provide professional development to help staff transition successfully.

Pitfall 4: Losing Community Relationships

When relationships with key community partners, funders, and constituents are neglected during a merger, the organization can lose years of relationship-building.

Prevention: Map external stakeholders before the merger. Develop a community engagement strategy during integration planning. Maintain relationship-holders in their roles when possible. Keep regular communication with external partners.

Pitfall 5: Allowing Mission Drift

Some merged organizations gradually shift away from their original missions in pursuit of operational efficiency or funding availability.

Prevention: Establish clear mission statements and values for the merged organization. Build community accountability mechanisms. Measure mission fidelity alongside operational metrics.

Pitfall 6: Underestimating Financial and Legal Costs

Mergers involve legal fees, consultant costs, communication expenses, and staff time. Organizations that underestimate these costs often struggle to fund adequate integration support. Nonprofit Finance Fund provides resources on budgeting for nonprofit transitions.

Prevention: Budget merger expenses separately from the operational budget. Secure merger grants to fund external support. Don't expect staff to absorb merger work without dedicated resources.

Pitfall 7: Top-Down Integration Without Staff Input

Mergers where leadership makes all decisions without staff input often experience low morale, high turnover, and poor integration outcomes.

Prevention: Involve staff at all levels in integration planning. Create working groups that include frontline staff. Seek staff feedback regularly. Adjust plans based on staff input.

Pitfall 8: Neglecting Board-Level Work

Mergers require substantial board-level attention—from merger champion, education, decision-making, and governance integration. Boards that don't invest in this work often struggle.

Prevention: Educate the board about the merger process and their role. Establish a board working committee to oversee the merger. Ensure board meetings include regular merger updates and discussion.

How the F.A.B.R.I.C.™ Framework Differentiates ALC

In a crowded consulting market, what makes Abundance Leadership Consulting's (ALC) approach distinct?

Culture-First Over Finance-First

While traditional M&A consulting focuses primarily on financial integration, legal requirements, and operational efficiency, Abundance Leadership Consulting’s F.A.B.R.I.C.™ Framework prioritizes organizational culture, mission alignment, and relationship preservation.

Justice-Oriented from the Start

Abundance Leadership Consulting explicitly centers equity, justice, and inclusion throughout the merger process. Mergers should advance racial justice, environmental justice, and equity: not perpetuate existing power imbalances.

Affordability for Mission-Driven Organizations

As a boutique consulting firm, we are uniquely positioned to provide affordable, approachable services that fit your organization’s needs. We provide customized solutions at an affordable price.

Long-Term Support Included

ALC's framework includes 12+ months of post-merger support, not just pre-merger consulting. This reflects the reality that integration challenges emerge after legal closure.

Mission-Centered Team

ALC's consultants bring nonprofit sector experience, not just corporate M&A backgrounds. They understand nonprofit board dynamics, funder relationships, and community accountability in ways corporate consultants often don't.

Questions to Ask Your Organization

Before exploring a merger, consider these questions:

Strategic Questions:

• What problem are we trying to solve? Is a merger the right solution?
• Do we have the financial health and stability to pursue a merger proactively?
• What would our organization look like 3-5 years post-merger?
• Are there partnership alternatives that might achieve our goals with less integration complexity?

Mission Questions:

• What is our core mission? Is it compatible with the other organization's mission?
• Would merger advance our mission or compromise it?
• How would our community/constituents experience this merger?
• What relationships are most important to preserve?

Capacity Questions:

• Does our leadership have capacity to lead merger while maintaining operations?
• Do we have financial capacity to fund merger process and integration?
• Are we ready to invest time and energy in cultural integration?

Relationship Questions:

• Have we worked with the other organization before? Do we know their culture?
• What are our community partners' concerns about this merger?
• Are we prepared to invest in relationship-building with new partners?

The ALC Approach: Supporting Your Nonprofit's Journey

Whether you're considering merger as a growth opportunity, facing financial challenges, or navigating leadership transition, Abundance Leadership Consulting brings mission-first, relationship-centered expertise to your journey.

Through the F.A.B.R.I.C.™ Framework, we help organizations:

• Navigate complex decisions from a position of strength and clarity
• Preserve mission, relationships, and organizational culture through transition
• Build integration strategies that work for nonprofits, not just corporate adaptations
• Center equity, justice, and community voice throughout the process
• Create sustainable, thriving organizations post-merger

Nonprofit mergers don't have to follow the corporate playbook. They can be strategic, intentional, and centered on mission, values, and relationships.

Ready to explore whether merger is right for your organization? Contact Abundance Leadership Consulting to discuss your specific situation and learn how the F.A.B.R.I.C.™ Framework can support your organization's journey.

Key Resources and Citations

Research and Frameworks Referenced:

• Abundance Leadership Consulting: learn about the unique ways we work with organizations and teams and our unique F.A.B.R.I.C.™ framework
• Arizona Children’s Association: an example of a strategic merger in the nonprofit sector
• Bridgespan Group: mergers that make a difference
• Council of Nonprofits: information on dissolving an organization and nonprofit “best practices.”
• Leading transitions: information on organizational transitions, capacity building, and transition planning
• LISC: sample Memorandum of Understanding (MOU) templates
• Nonprofit Financing Fund: nonprofit financing opportunities and resources
• Nonprofit Quarterly: nonprofit merger success indicators, and the article shotgun mergers and financial crisis
• Northwestern University Kellogg School of Management:  this study, sponsored by Polk Brothers Foundation and Chicago Foundation for Women, provides in-depth information about nonprofit mergers and acquisitions
• Perlman+Perlman: The Next Phase - Nonprofit Mergers & Acquisitions
• Pillsbury Law: all about mergers of nonprofit organizations
• Stanford Social Innovation Review: provides information on nonprofit mergers and acquisitions, and it’s not just an escape plan
• Workplace Mental Health: information on developing an integrated intervention approach

About the Author

This article was developed by Abundance Leadership Consulting, a consulting firm specializing in mission-centered organizational transitions, nonprofit mergers and acquisitions, and justice-oriented change management for nonprofits.

For consultation on nonprofit mergers, acquisitions, or organizational transitions, contact Abundance Leadership Consulting today.

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