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.

Cooperation: Mutual Support without Loss of Autonomy
Cooperation: Mutual support without loss of autonomy

When organizations begin to think about participating in strategic alliances, they have many structural and process options from which to choose. These alternatives range from loosely connected alliances to those that are very formal and integrated. Each alliance type has its function, and sometimes, there is no need to enter into a complex relationship. Sometimes, organizations merely want to exchange information about a particular issue or client(s). They may simply want to support or endorse one another's efforts or share certain resources, such as mailing lists or special expertise. Perhaps they want to co-sponsor a workshop or other event. These organizations may have no interest in affecting one another's way of operating ...

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