Chapter 8: Collaborations, Partnerships, and Mergers

Test Bank

Multiple Choice

1. Equality in decision-making is an example of ______ in collaborations.

A. delivery

B. capacity

C. mutuality

D. founder syndrome

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

2. Complex relationships, including mergers, are referred to as ______.

A. capacity

B. teamwork

C. management models

D. strategic restructuring

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

3. Crutchfield and Grant write nonprofit organizations have more impact if they ______.

A. develop strategy

B. raise large amounts of money

C. work with other organizations

D. implement performance measures

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

4. Forrer, Key, and Boyer write that a key characteristic of collaborations is that they are ______.

A. voluntary

B. temporary

C. required by law

D. held accountable

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

5. A collaboration in which power is shared is referred to as a/an ______ relationship.

A. agent to agent

B. principal to staff

C. principal to board

D. principal to principal

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

6. McLaughlin describes the intensity of the commitment that two or more nonprofits must make to each other as ______.

A. capacity

B. leadership

C. integration

D. accountability

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

7. Worth defines the corporate integration of one or more nonprofits as ______.

A. teams

B. mergers

C. alliances

D. collaborations

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

8. The 3C model describes relationships among organizations as ______.

A. calming, campaigns, and capable

B. calculating, coordinating, and capable

C. coordination, capable, and collaborative

D. cooperation, coordination, and collaboration

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: A Continuum of Relationships

Difficulty Level: Easy

9. According to McLaughlin, movement across the C.O.R.E Continuum is accompanied by increasing organizational ______.

A. reliability

B. reputation

C. credibility

D. integration

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: A Continuum of Relationships

Difficulty Level: Medium

10. Organizations that collaborate to share suppliers are applying ______ theory.

A. three needs

B. closed systems

C. hierarchy of needs

D. resource dependency

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

11. Organizations that collaborate to develop a shared response to problems are applying ______

A. institutional theory

B. combination theory

C. acceptance theory of organizations

D. Herzberg’s theory of satisfiers and dissatisfiers

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

12. Yankey and Willen describe decreased government funding as an ______ driver of collaboration.

A. internal

B. external

C. outsourced

D. intermingled

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

13. A nonprofit organization lost its major funder due to a corporate scandal. As a result, the nonprofit needs to merge with another organization to regain its positive image. According to McCormick, the driver for seeking a new merger is ______.

A. capacity

B. liability

C. viability

D. survivability

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Application

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

14. A proposed merger between Operation Smile and Smile Train was canceled due to ______.

A. legal liabilities

B. cultural reasons

C. financial reasons

D. differing strategies

Learning Objectives: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Obstacles to Collaboration and Merger

Difficulty Level: Easy

15. The boards of directors for Family Eldercare and Meals on Wheels decided not to merge due to ______.

A. internal conflict

B. financial issues

C. client opposition

D. different planning strategies

Learning Objectives: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Obstacles to Collaboration and Merger

Difficulty Level: Easy

16. A proposed merger of two nonprofit organizations failed because senior leadership focused on self-interests. This proposed merger failed due to ______.

A. egos

B. costs

C. politics

D. cultures

Learning Objectives: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Obstacles to Collaboration and Merger

Difficulty Level: Easy

17. Mergers that combine units within a single corporate entity are called ______.

A. intramergers

B. joint mergers

C. intermergers

D. corporate integration

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Collaborations and Mergers Within National Nonprofits

Difficulty Level: Easy

18. National nonprofits with local chapters follow one of two principal organization forms--a single corporation or a/an ______.

A. federation

B. joint venture

C. amalgamation

D. strategic alliance

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Collaborations and Mergers Within National Nonprofits

Difficulty Level: Easy

19. Mergers of chapters within a federated organization are ______:

A. takeovers

B. intermergers

C. intramergers

D. collaborations

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Collaborations and Mergers Within National NonprofitsDifficulty Level: Easy

20. As economies achieve high levels of prosperity, pressures for nonprofits to collaborate _____

A. will likely skyrocket

B. will remain the same

C. will likely start to fall

D. are not likely to abate

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Collaborations and Mergers Within National Nonprofits

Difficulty Level: Easy

21. A national organization and its local chapters are writing statements outlining how they will share resources. This action is an example of ______.

A. capacity

B. egocentrism

C. transparency

D. establishing autonomy

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Application

Answer Location: Collaborations and Mergers Within National Nonprofits

Difficulty Level: Medium

22. A nonprofit organization, a public organization, and a private sector organization joined forces to resolve an unmet community need. According to your textbook author, this relationship may be referred to as a/an ______.

A. trifecta

B. triple alliance

C. trio partnership

D. cross-sector collaboration

Learning Objective: 8-4: Define various types of cross-sector collaboration.

Cognitive Domain: Comprehension

Answer Location: A Continuum of Cross-Sector Collaboration

Difficulty Level: Medium

23. An autonomous community homeless shelter worked with a city council to establish warming shelters for homeless individuals. This action is an example of a/an ______.

A. cooperative

D. private partnership

C. public service provider relationship

D. independent public service provider relationship

Learning Objective: 8-4: Define various types of cross-sector collaboration.

Cognitive Domain: Application

Answer Location: A Continuum of Cross-Sector Collaboration

Difficulty Level: Medium

24. A family health nonprofit organization provides services ranging from neonatal care to end-of-life care. The nonprofit consists of an alliance of various health providers. This statement describes the concept of ______ impact.

A. joint

B. strategic

C. collective

D. compliance

Learning Objective: 8-4: Define various types of cross-sector collaboration.

Cognitive Domain: Application

Answer Location: Achieving Collective Impact

Difficulty Level: Medium

25. What is a criticism of Kania and Kramer’s collective impact model?

A. It requires a dedicated backbone organization.

B. The model includes participation by all sectors within a community.

C. Use of the model created a revolution in community coalition building.

D. It applies a top-down business approach to engage people in the community.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Achieving Collective Impact

Difficulty Level: Easy

26. According to Carson, the hardest thing for a nonprofit to say to others in collaboration is _______.

A. no

B. yes

C. maybe

D. next year

Learning Objective: 8-7: Identify circumstances affecting the success or failure of collaborations.

Cognitive Domain: Knowledge

Answer Location: Achieving Collective Impact

Difficulty Level: Easy

27. A/an ______ is formed when two or more organizations combine legal control.

A. merger

B. network

C. ad hoc alliance

D. interpartnership

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Chapter Summary

Difficulty Level: Easy

28. Each of the terms below refers to a type of nonprofit–corporation relationship except ______.

A. strategic

B. commercial

C. philanthropic

D. government–agent collaboration

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Chapter Introduction

Difficulty Level: Easy

29. A nonprofit organization is reviewing its strategic plan to determine if it is ready to participate in a collaboration. The organization is performing which stage of the relationship development process?

A. implementation

B. identification of potential partners

C. self-examination

D. negotiation

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Application

Answer Location: Process

Difficulty Level: Easy

True/False

1. High-performing nonprofit organizations can have isolated impact.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Achieving Collective Impact

Difficulty Level: Easy

2. McLaughlin writes that the models of service delivery are shifting from program innovation to program management.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Growing Interest in Collaboration

Difficulty Level: Easy

3. A merger requires the total dissolution of one or more former organizations.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: A Continuum of Relationships

Difficulty Level: Easy

4. Ad hoc relationships are long term.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: A Continuum of Relationships

Difficulty Level: Easy

5. Volunteer emotions may be a deciding factor in a board of directors’ decision to merge with another organization.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Motivations

Difficulty Level: Easy

6. The word “merger” has a negative connotation.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Knowledge

Answer Location: Culture

Difficulty Level: Easy

7. When organizations sign a contract, they automatically develop a collaboration.

Learning Objective: 8-4: Define various types of cross-sector collaboration.

Cognitive Domain: Knowledge

Answer Location: A Continuum of Cross-Sector Collaboration

Difficulty Level: Easy

8. Collaboration occurs when two or more organizations work together to achieve common objectives.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Chapter Introduction

Difficulty Level: Easy

9. When two nonprofit organizations merge, they each keep their own identity.

Learning Objective: 8-2: Explain the potential advantages and disadvantages of various types of nonprofit collaboration.

Cognitive Domain: Knowledge

Answer Location: Introduction

Difficulty Level: Easy

10. A significant obstacle to successful collaboration is organizational cultures.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Answer Location: Culture

Cognitive Domain: Knowledge

Difficulty Level: Easy

11. Combining organizational units within a single corporate entity is called an “intramerger.”

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Knowledge

Answer Location: Collaborations and Mergers Within National Nonprofits

Difficulty Level: Easy

Short Answer

1. Explain the concept of strategic alliances as described by La Piana Consulting.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Comprehension

Answer Location: A Continuum of Relationships

Difficulty Level: Medium

2. List and explain two common issues involved in a merger between a national nonprofit and a local chapter. Discuss how those issues may be minimized or maximized.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Comprehension

Answer Location: Collaborations and Mergers Within National Nonprofits

Difficulty Level: Medium

3. When discussing collaborations, what is a driver? Name and explain two types of drivers.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

4. Explain why a nonprofit with diversified sources of revenue would be less inclined to collaborate.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

5. Explain McCormick’s three driving forces of an organization’s proclivity to collaborate.

Learning Objective: 8-3: Identify conditions that may enhance or diminish the likelihood of successful nonprofit collaborations or mergers.

Cognitive Domain: Comprehension

Answer Location: Drivers of Collaborations and Mergers

Difficulty Level: Medium

6. Compare and contrast affiliations and alliances.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Analysis

Answer Location: Introduction

Difficulty Level: Hard

7. Apply the principal to principal theory to cross-sector collaborations.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Application

Answer Location: Introduction

Difficulty Level: Medium

8. Draw an original model that could be to design successful collective impact partnerships.

Learning Objective: 8-5: Identify conditions that may enhance or diminish the likelihood of successful cross-sector collaboration.

Cognitive Domain: Application

Answer Location: Achieving Collective Impact

Difficulty Level: Medium

9. Discuss Wolff’s criticisms of Kania and Kramer’s collective impact model.

Learning Objective: 8-5: Identify conditions that may enhance or diminish the likelihood of successful cross-sector collaboration.

Cognitive Domain: Application

Answer Location: Achieving Collective Impact

Difficulty Level: Medium

10. Explain McLaughlin’s definitions of collaboration affiliations and alliances.

Learning Objective: 8-1: Define various types of relationships between and among nonprofit organizations.

Cognitive Domain: Comprehension

Answer Location: Introduction

Difficulty Level: Easy