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 2: Six Organizing Frameworks
Six Organizing Frameworks
Just as people enter into personal relationships for a variety of reasons, so, too, do organizations seek strategic alliances in response to certain perceived needs. Indeed, there are many very real advantages to entering into such partnerships. But, as with entering a personal relationship, it is important to go into an alliance with all parties having a clear understanding of one another's needs and expectations with regard to the new partnership.
By better understanding what each HSO is seeking to achieve in the alliance, members of the alliance (including leaders) will be better able to develop goals and objectives that address the various desires of all involved. This does not mean just clearly defining the overall purpose of the alliance; rather, ...