Business and partnerships for development

Kolk, Ans; Tulder, Rob van; Kostwinder, Esther

doi:10.1016/j.emj.2008.01.007

Cited by 163 publications

(188 citation statements)

References 16 publications

Supporting

Mentioning

180

Contrasting

Unclassified

Order By: Relevance

“…To begin with, an absence of proven impact can affect the legitimacy of organizations investing time and money in partnerships, in particular when the stated ambitions are high. Many organizations place high hopes on partnerships to solve some of the problems they face due to market, civic, and governance failures (Kolk et al 2008) or in support of extending their strategies into new areas. There exists the danger of taking credit for results that the partners cannot achieve (Ebrahim and Rangan 2013).…”

Section: Organizational Pressurementioning

confidence: 99%

“…What are the ''benefits'' for each of the participants (in terms of, for example, profits, members, legitimacy, exposure, and moral capital)? A final criterion is the extent to which the partnership brought about goalalignment (Kolk et al 2008) and as a consequence scale-up or termination of the project. A project might not be sustainable if it remains dependent upon the continued financial support of governments or other partners.…”

Section: Impact Value Chainmentioning

confidence: 99%

See 1 more Smart Citation

Enhancing the Impact of Cross-Sector Partnerships

et al. 2015

Self Cite

View full text Add to dashboard Cite

This paper addresses the topic of this special symposium issue: how to enhance the impact of crosssector partnerships. The paper takes stock of two related discussions: the discourse in cross-sector partnership research on how to assess impact and the discourse in impact assessment research on how to deal with more complex organizations and projects. We argue that there is growing need and recognition for cross-fertilization between the two areas. Cross-sector partnerships are reaching a paradigmatic status in society, but both research and practice need more thorough evidence of their impacts and of the conditions under which these impacts can be enhanced. This paper develops a framework that should enable a constructive interchange between the two research areas, while also framing existing research into more precise categories that can lead to knowledge accumulation.

show abstract

Section: Organizational Pressurementioning

confidence: 99%

Section: Impact Value Chainmentioning

confidence: 99%

Enhancing the Impact of Cross-Sector Partnerships

et al. 2015

Self Cite

View full text Add to dashboard Cite

show abstract

“…A typical metagoal would be the improvement of social welfare (Bhattacharya et al, 2004), which might be addressed for instance by initiatives for poverty alleviation, environmental protection, or better education. Cross-sector interactions seem particularly appropriate to address such large-scale issues by sharing risks, funds or skills (Kolk et al, 2008). An important aspect of partnership effectiveness is that partners learn from each other in order to capture synergies that only the cooperative efforts can bring (Austin et al, 2007).…”

Section: Trickle Effectsmentioning

confidence: 99%

Trickle Effects of Cross-Sector Social Partnerships

2010

Self Cite

View full text Add to dashboard Cite

Cross-sector social partnerships are often studied from a macro and meso perspective, also in an attempt to assess effectiveness and societal impact. This paper pays specific attention to the micro perspective, i.e. individual interactions between and within organizations related to partnerships that address the 'social good'. By focusing on the potential effects and mechanisms at the level of individuals and the organization(s) with which they interact, it aims to help fill a gap in research on partnerships, including more insight into the process of interaction. We conceptually explore microlevel interactions, and how partnership effects may 'trickle down' (e.g. from management to employees), or 'trickle up' (from employees to management), or 'trickle round' (e.g. between employees). Based on literature from various disciplines, we discuss how more generic theories on social exchange and contagion, social learning and attraction-selection-attrition can help shed light on micro-level interactions in a partnership, considering in particular transmission mechanisms via employees, top and middle management, and customers. In this way, partnerships can have wider benefits, as individuals have multiple roles and effects at the micro level can spread to the meso and macro levels as well. Implications for research and practice are outlined.

show abstract

“…Partnership evaluation frameworks commonly encapsulate the results of the partnership in the boxes output, outcome and impact (Asthana et al, 2002;Brinkerhoff, 2002;Kolk et al, 2008;Pfisterer, 2011;PrC, 2012). There is, however, no consensus about how to operationalise further those boxes in order to know the extent to which results are achieved.…”

Section: Mande Of the Performance Of CD Partnershipsmentioning

confidence: 99%

What counts as ‘results’ in capacity development partnerships between water operators? A multi-path approach toward accountability, adaptation and learning

et al. 2013

Self Cite

View full text Add to dashboard Cite

The on-going debate on aid effectiveness highlights that in order for capacity development interventions to remain relevant and their results sustainable, their planning, implementation, monitoring and evaluation need to be flexible and case-specific. It is not only important to account for end results, but also to adjust interventions during their implementation. Capacity development partnerships (CDP) between water operators are portrayed as a promising approach for sustained performance. However, it has been observed that these interventions require significant time to lead to the targeted water operator performance gains. Hence, managing the partnership solely through the use of key performance indicators offers the partners little insight into both the progress achieved and the effectiveness of the partnership activities in contributing to such progress. This incomplete picture is likely to limit the ability of partners to manage the project efficiently. This paper proposes a multi-path approach to monitoring and evaluating the performance of CDPs (this being understood as different from the performance of the targeted water operator) that enables wellinformed management of the partnership. The designed approach is applied to compare the progress of two partnership projects, namely those of the Lilongwe and Blantyre Water Boards in Malawi, with Vitens Evides International.

show abstract

Business and partnerships for development

Cited by 163 publications

References 16 publications

Enhancing the Impact of Cross-Sector Partnerships

Enhancing the Impact of Cross-Sector Partnerships

Trickle Effects of Cross-Sector Social Partnerships

What counts as ‘results’ in capacity development partnerships between water operators? A multi-path approach toward accountability, adaptation and learning

Contact Info

Product

Resources

About