Mergers and Alliances as Adaptive Strategies in the Nonprofit Arts and Cultural Sector

This thesis examines nonprofit arts and cultural organizations that are using mergers and alliances as adaptive strategies to address economic impacts and funding changes, competition in the sector, and sustainability in the arts ecology. Through interviews, case studies, and current texts, this thesis explores the human and leadership capacities that help to cultivate a successful merger. The research illuminates the complex decisions over how leaders engage the process of mergers, navigate challenges resulting from shifts within organizational and board cultures, and fulfill the artistic vision and mission while restructuring and expanding the organization. Research findings assess the impacts of mergers and alliances in regards to the organization's funding, culture, mission, constituents, and sustainability; compile strategies for arts and cultural leaders to consider if engaging in their own merger or alliance; and contemplate the use of mergers and alliances as an adaptive strategy either in response to economical and financial factors or as a proactive approach to plan for in the future. My goal is to inform and enhance discussions on mergers and alliances in the arts and cultural sector where research is currently limited, clarify an understanding of them, and inform decision making for nonprofit arts and cultural leaders when considering the possibility of mergers or alliances moving forward.