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 9: Joint Ventures
The term joint venture is often used in a general way to describe a broad range of collaborative relationships and can include the consortia and network models discussed in Chapters 7 and 8. For example, the joint venture has been defined as “a specific project or program developed and operated by two or more parties for their mutual benefit” (Emenhiser et al., 1998, p. 41).
The broad use of this term is due, in part, to the fact that there are a number of ways to legally structure a joint venture. Sometimes, they are created through mutual contracts, resembling consortia or networks. Frequently, they are established through the creation of a legally sanctioned partnership or the formation of a new corporation. The establishment ...