Interface Dynamics in Cause-Based Partnerships: An Exploration of Emergent Culture

Parker, Barbara; Selsky, John W.

doi:10.1177/0899764004266016

Cited by 64 publications

(72 citation statements)

References 66 publications

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“…For instance, when nonprofit workers use words like governance, they are connoting something far more "intense, per-sonal, and immediate" than such words connote in the business world (Billis, 1993: 325). Poor communication can also occur when partners fail to clearly express their intentions (Rondinelli & London, 2003) or underlying concerns (Millar et al, 2004;Parker & Selsky, 2004;Rundall, 2000) or when they misunderstand the full scope of partner motivations (Long & Arnold, 1995).…”

Section: Methodsmentioning

confidence: 99%

“…Difficulties in common culture development may be overcome by focusing on the metagoals, by realigning partners' expectations (Waddock & Post, 1991;Westley & Vredenburg, 1991), or by each partner giving credit to the other's experience and identity (Millar et al, 2004;Parker & Selsky, 2004;Waddell, 2000).…”

Section: Methodsmentioning

confidence: 99%

“…However, trust can mean different things and operate differently in the corporate and nonprofit sectors (Parker & Selsky, 2004). In general terms, trust in business traditionally is based on constrained contractual exchanges, whereas trust in the nonprofit sector is traditionally based on solidarity with the mission or on shared values.…”

Section: Formationmentioning

confidence: 99%

See 2 more Smart Citations

Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice

Selsky

Parker

2005

Journal of Management

Self Cite

955

1,093

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Section: Methodsmentioning

confidence: 99%

Section: Methodsmentioning

confidence: 99%

See 1 more Smart Citation

Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice

Selsky

Parker

2005

Journal of Management

Self Cite

955

1,093

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show abstract

“…If partnerships anticipate that the ToC will evolve, external transparency might jeopardise a constructive internal learning process, which requires internal transparency and trustbuilding among the participants (Molleda and Moreno 2008). Trust is built up over time which limits transaction costs, but has different connotations in different institutional spheres (Parker and Selsky 2004). In this stage, the participants build up a culture of open feedback and critical reflection which is required for fast, iterative learning.…”

Section: Phase 2: Planning and Designmentioning

confidence: 99%

Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships

Tulder

Keen²

2018

J Bus Ethics

155

121

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Systems change requires complex interventions. Cross-sector partnerships (CSPs) face the daunting task of addressing complex societal problems by aligning different backgrounds, values, ideas and resources. A major challenge for CSPs is how to link the type of partnership to the intervention needed to drive change. Intervention strategies are thereby increasingly based on Theories of Change (ToCs). Applying ToCs is often a donor requirement, but it also reflects the ambition of a partnership to enhance its transformative potential. The current use of ToCs in partnering efforts varies greatly. There is a tendency for a linear and relatively simple use of ToCs that does limited justice to the complexity of the problems partnerships aim to address. Since partnership dynamics are already complex and challenging themselves, confusion and disagreement over the appropriate application of ToCs is likely to hamper rather than enhance the transformative potential of partnerships. We develop a complexity alignment framework and a diagnostic tool that enables partnerships to better appreciate the complexity of the context in which they operate, allowing them to adjust their learning strategy. This paper applies recent insights into how to deal with complexity from both the evaluation and theory of change fields to studies investigating the transformative capacity of partnerships. This can (1) serve as a check to define the challenges of partnering projects and (2) can help delineate the societal sources and layers of complexity that cross-sector partnerships deal with such as failure, insufficient responsibility taking and collective action problems at four phases of partnering.

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“…Since the sustainability paradigm provided an integrated framework for looking at economic, ecological, and social problems, the long-standing adversaries began to join forces in search for viable solutions (Murphy and Bendell 1997). Although adversarial relationships continue to arise (Rehbein, Waddock and Graves 2004;den Hond and de Bakker 2007;Zietsma and Winn 2007), anecdotal evidence suggests an increase in the number and scope of "green alliances" (Milne, Iyer and Gooding-Williams 1996;Crane 1998a;Stafford and Hartman 1998;Parker and This collaborative turn is receiving increasing attention in studies of both business and nonprofit organizations, with a range of theoretical perspectives being brought to bear on the constitution of green alliances. A promising stream of literature suggests considering the "reverse side" of stakeholder theory-i.e., to examine the perspective of the environmental stakeholder seeking to influence a target company (Clair, Milliman and Mitroff 1995;Turcotte 1995;Pleuune 1997;Frooman 1999;Frooman and Murrell 2005;Hendry 2005;Henriques and Sharma 2005;Hendry 2006;Zietsma and Winn 2007;van Huijstee and Glasbergen 2010).…”

Section: Introductionmentioning

confidence: 99%

Green Alliances: How Does Ecophilosophy Shape the Strategies of Environmental Organizations?

Comi

Lurati²,

Zamparini³

2013

AMPROC

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The relationship between environmental organizations and the corporate sector has gradually shifted toward the collaborative end, resulting in a broad array of "green alliances". In this paper, we focus on the strategies whereby environmental organizations seek to collaborate with private companies. In particular, we explore whether the ecophilosophy of an environmental organization-i.e., a set of values, attitudes, and beliefs about the natural environmentinfluences the selection of collaborative strategies. To address this question, we conducted two case studies of environmental organizations with a diverse ecophilosophy-namely, Greenpeace and WWF. In the cases, we covered a broad spectrum of collaborative strategies while also taking into account contextual factors with a possible influence on strategy selection. Building on our findings, we argue that ecophilosophy drives the selection of collaborative strategies and at the same time provides the lenses through which environmental organizations make sense of their operating context. We conclude by discussing the implications of our findings and by suggesting directions for future research on environmentalist-business collaboration.

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Interface Dynamics in Cause-Based Partnerships: An Exploration of Emergent Culture

Abstract: This article examines the behavioral dynamics at the interface between organizations in strategic partnerships called cause-based partnerships (CBPs

Cited by 64 publications

References 66 publications

Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice

Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice

Capturing Collaborative Challenges: Designing Complexity-Sensitive Theories of Change for Cross-Sector Partnerships

Green Alliances: How Does Ecophilosophy Shape the Strategies of Environmental Organizations?

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