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Critical success factors for merger in the UK voluntary sector

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Abstract

This paper reports on research into mergers in the voluntary sector in the UK from 1988 to 1993. It compares empirically derived critical success factors with success factors derived from previous work on mergers in both the voluntary and private sectors. The study concludes that merger can be an extremely effective strategy for voluntary organisations. For it to be so, it has to be undertaken willingly, with a shared vision between the partners of what the merger will achieve. Cultural differences need to be recognised and handled within a trusting context in which mutual respect is backed by an equitable process. Finally; sensitive handling of individuals caught up in the merger process is essential—but something which the voluntary sector ought to be well capable of doing.

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Authors
  1. Kate Cowin
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  2. Geoff Moore
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Cowin, K., Moore, G. Critical success factors for merger in the UK voluntary sector. Voluntas 7, 66–86 (1996). https://doi.org/10.1007/BF02354069

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