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.



At one end of the continuum of strategic alliances is the affiliation, a loosely connected system of two or more organizations with a similar interest or interests. According to one definition, classification of an alliance as an affiliation “requires little more than meetings and good faith” (McLaughlin, 1998, p. 56). However, the core concept of an affiliation is one of mutual support.

Member organizations in an affiliation continue to operate independently while supporting one another through the exchange of information; endorsements; and other, largely nonmonetary resources. This cooperative arrangement provides members with the greatest amount of flexibility in their activities and creates an internal synergy as member organizations disseminate ideas and information.

The term network is sometimes used to describe such an alliance (Rosenthal & Mizrahi, ...

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