- 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 IV: Collaboration: United by a Common Strategy
Organizations may feel the need to go beyond coordinating their operations around a certain event or practical goal; they may want to develop a joint strategy or common set of strategies for working collectively toward a shared purpose. Consortia, networks, and joint ventures are prevalent models of collaboration, the third process on the continuum of strategic alliances.
In a collaborative arrangement, member organizations develop a formal plan for working together on a regular basis. These relationships are typically defined through memoranda of understanding, contracts, or other formal agreements. Bylaws and written protocols govern the scope of work and outline alliance systems such as governance and resource allocation because when organizations collaborate, they commonly integrate a ...