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.
Chapter 1: What are Strategic Alliances?
What are Strategic Alliances?
Thinking broadly, one can say that people have always been forming strategic alliances. In personal relationships, they partner with each other hoping to realize their own and their mutual goals. Similarly, people are members of book clubs, investment groups, and neighborhood watches to achieve synergies associated with collective rather than individual action. Even institutions such as banks and school districts function as alliances because they enable individuals and organizations to do more together than most could do on their own. They accomplish these things by pooling resources, sharing risks, and dividing costs and benefits.
In recent years, growing numbers of health and human service organizations (HSOs) have been entering into strategic alliances with each other for reasons not all ...