Many of today's nonprofit health and human service organizations are developing coalitions, mergers, and other types of interorganizational alliances. These newly formed partnerships are created to gain a greater capacity within the organization and establish community-driven initiatives. While new strategies can enhance the scope and quality of organizations, they may also represent organizations own survival.
Through well-developed examples, this book examines the formation and maintenance of strategic alliances. From the motives that lead organizations to form relationships, to practical tips on how to sustain, recreate, and end partnerships, this text is a useful reference for both beginners and seasoned practitioners.
Coadunation: When One New Organization Makes More Sense
Changing circumstances or environmental pressures may prompt organizations to consider an even more radical process of working together known as coadunation. Coadunation has also been called strategic restructuring (La Piana, 1997) and involves the combination of two or more organizations into a single organization. Mergers and consolidations are the best known examples.
Placed in the framework at the most formal end of the strategic alliance processes, coadunation traditionally has not been thought of as being a part of the continuum of strategic alliances. Indeed, the complete integration of two or more organizations has been seen as transcending strategic alignment because the focus of such activities is to “materially change the character ...