Interorganizational Partnerships as a Strategy for Lobbying: Nonprofit Administrators’ Perspectives on Collaborating for Systems-Level Change

Abstract

Participation in coalitions has been identified as a policy advocacy behavior for nonprofit organizations, although few studies have examined nonprofit leaders' perceptions of coalition building as a strategy for lobbying. This study conducted focus groups and in-person interviews with nonprofit administrators to explore how interorganizational collaboration is utilized to address their organizations' policy advocacy goals. The findings indicate that nonprofit administrators view their participation in coalitions as a means of achieving several policy advocacy goals, including increasing their capacity to lobby and protecting them from exposure as lobbyists. Implications for practice and research are provided.