Organizational culture and change in the performing arts: A case study of the National Philharmonic Orchestra and Chorale merger

As external and/or internal environments of nonprofit organizations change, there has been increasing pressure for mergers, acquisitions, and alliances among organizations. The purpose of this study is to examine this phenomenon as it relates to medium-sized performing arts organizations. This is accomplished through the detailed analysis of the July 2003 merger of two metropolitan Washington DC groups, the National Chamber Orchestra and the Montgomery Masterworks Chorale, into the National Philharmonic Orchestra and Chorale. This case study documents the impact of two different organizational cultures on the merger and describes the governance and fundraising responsibilities of the resulting board. The thesis also identifies potential governance concerns raised by the National Philharmonic merger and discusses unique characteristics of mergers between performing arts organizations.