• 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.


As with many of the terms used in this book, the term coalition has been used in different ways both in the literature and in practice. Boissevain (1974) defined a coalition broadly as “a temporary alliance of distinct parties for a limited purpose” (p. 171) and described coalitions that varied in the degree to which leadership and decision making were centralized as well as in other characteristics related to goals and membership. Other authors have linked coalitions more specifically with an issue or advocacy focus, the underlying premise being that organizations in coalitions seek to increase their power and influence through the coordinated efforts of diverse organizations or groups (Dluhy, 1990; Gentry, 1987; Rosenthal & Mizrahi, 1994; Winer & Ray, 1994). According to Roberts-DeGennaro ...

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