Community as a factor in implementing interorganizational partnerships: Issues, constraints, and adaptations

How the Economic and Financial Situation of the Community Affects Sport Clubs’ Resources: Evidence from Multi-Level Models

“…Probably due to issues regarding data availability, economic and financial factors have been largely neglected in previous research. Second, most studies were qualitative in nature (e.g., [17,25,26]), while the chosen measures on the community level could be improved in quantitative approaches [9]. Therefore, the body of research would benefit from quantitative studies that apply adequate measures and allow generalizations and predictions.…”

“…Since environmental resources are often limited, there is competition among organizations for scarce resources [26]. The level of competition increases with an increasing number of competitors and is thus higher in large communities [28].…”

“…While the focus of previous research was on the effect of public funding on aspects like program design [25] and organizational autonomy [23], this research looks at the financial situation of the community, which is critical for the support of sport clubs. Research showed that organizational performance is affected by environmental resources [17], specifically financial resources [26]. This also applies to the sport club sector [29].…”

Local cross‐sector partnerships

“…For third sector organizations the implications include coping with rapid growth and change; learning to work according to governmental expectations and norms; responding to governmental accountability requirements; and, at the same time, retaining a focus on their own long-term organizational sustainability and independence (Mulroy, 2003;Harris and Schlappa, 2007). For governmental agencies, the challenges of CSPs include understanding the distinctive organizational features of third sector organizations and how those features affect matters such as sectoral representation, speed of decisionmaking, strategic planning and engagement in governance structures (Craig and Taylor, 2002;Hudson et al, 1999).…”

Knowledge and Learning Capabilities in Nonprofit Organizations: A Relational Capital Perspective

“…Managing nonprofit organizations today is no longer like 'sailing in smoother waters, away from the shocks of the market' (Sandler and Hudson, 1998: 3). As environmental turbulence in the form of social and economic change generates unintended consequences, single organizations can be weak or unprepared (Mulroy, 2003;Selsky and Parker, 2005). The ability to grapple with factors that govern knowledge sharing and learning across a range of settings may help unlocking a whole new way to collaborate among a nonprofit organization and its external stakeholders.…”