• Summary
  • Contents
  • 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.

Strengthening an Alliance Through Evaluation
Strengthening an alliance through evaluation

Building on the concept of “action research” coined by Kurt Lewin (1946), and integrating the philosophy of Paulo Freire (1970), participatory action research (PAR) brings the system's participants into the evaluation process not at the end, but at the beginning. It involves the sharing of information between evaluators and participants and the co-creation between these groups of the direction and design of the evaluation process (Whyte, 1991). Thus, PAR can provide an information-rich approach to assessing the development and outcomes of a strategic alliance. It enables the alliance to develop an infrastructure for designing and evaluating its own progress as it moves through the successive phases of its growth, and it can provide the alliance with ...

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