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 3: Developing Alliances
Strategic alliances, however fervently or uneasily organizations seek them, do not just happen. Putting one together requires thought and patience. In fact, every alliance has eight different components, each of which requires focused attention. These eight aspects, or building blocks, of an alliance are (a) leadership, (b) membership, (c) environmental linkages, (d) purpose, (e) strategies, (f) tasks, (g) structure, and (h) systems.
This chapter discusses these components and briefly describes the parts they play in a successful partnership. It also demonstrates how these components function in the evolution of an alliance. Every strategic alliance passes through four phases, each of which brings with it its own special challenges and considerations. This chapter provides some questions for alliances to consider as they move through ...