caa a22 4500 477066569 CHVBK 20180405111414.0 cr unu---uuuuu 170330e19960301xx s 000 0 eng 10.1007/BF02354069 doi (NATIONALLICENCE)springer-10.1007/BF02354069 Critical success factors for merger in the UK voluntary sector [Elektronische Daten] [Kate Cowin, Geoff Moore] 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. International Society for Third-Sector Research, 1996 Cowin Kate aut Moore Geoff aut Voluntas: International Journal of Voluntary and Nonprofit Organizations Kluwer Academic Publishers 7/1(1996-03-01), 66-86 0957-8765 7:1<66 1996 7 11266 https://doi.org/10.1007/BF02354069 text/html Onlinezugriff via DOI 1 research-article jats NATIONALLICENCE 856 40 https://doi.org/10.1007/BF02354069 text/html Onlinezugriff via DOI NATIONALLICENCE 700 1- Cowin Kate aut NATIONALLICENCE 700 1- Moore Geoff aut NATIONALLICENCE 773 0- Voluntas: International Journal of Voluntary and Nonprofit Organizations Kluwer Academic Publishers 7/1(1996-03-01), 66-86 0957-8765 7:1<66 1996 7 11266 Metadata rights reserved Springer special CC-BY-NC licence nationallicence BK010053 XK010053 XK010000 NATIONALLICENCE NATIONALLICENCE NL-springer