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.
A critical aspect of the creation and maintenance of strategic alliances is evaluating how well that alliance has achieved its stated goals. However, this crucial piece of the process is often overlooked. A national study of strategic alliances revealed that fewer than half (47%) of the organizations surveyed formulated criteria that they could use to assess the effectiveness of the alliance process or its outcomes (Yankey et al., 1999).
The same study illustrated a second issue involving the evaluation of strategic alliances. Despite the acknowledged importance of organizational culture and the interpersonal elements of alliance development, such as trust building and turf protection, the alliance process is rarely considered in establishing the evaluation plan. Consequently, when evaluations are implemented in strategic alliance initiatives ...