- Subject index
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.
Part I: When Organizations Come Together: The Fundamentals of Strategic Alliances
In response to growing competition for scarce resources and other pressures, rising numbers of organizations are learning that by partnering with others, they can better position themselves to realize their goals and objectives. The formation of such interorganizational partnerships, or strategic alliances, is occurring not only in the for-profit sector, but also increasingly in the nonprofit sector. The seeming paradox is that health and human service organizations (HSOs), which once saw one another as rivals, suddenly find themselves thinking about working together.
Unfortunately, alliances do not always work out the way the partners expect; even in the more successful ones, tensions can develop, draining staff and board time and ...