Meeting the Challenge of Effectiveness in Nonprofit Partnerships: Examining the Roles of Partner Selection, Trust, and Communication

Atouba, Yannick; Shumate, Michelle

doi:10.1007/s11266-019-00143-2

Cited by 35 publications

(57 citation statements)

References 59 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…Communication has been attributed to interorganizational collaboration success and failure (Keyton, Ford, & Smith, 2008; Mohr & Spekman, 1994). Moreover, frequency of communication is pivotal in determining collaboration success (Atouba & Shumate, 2020). Alongside questions of what constitutes a partnership (e.g., integration), intensity suggests how partners coordinate their network activity and the intensity of coordination that these ties require.…”

Section: Literature Reviewmentioning

confidence: 99%

“…In this body of scholarship, research has focused on the collaboration of dyads (i.e., two organizations in collaboration with one another; e.g., Atouba & Shumate, 2020; Chen & Graddy, 2010) and whole networks organized around a common goal (e.g., Arya & Lin, 2007; Provan et al, 2007). In other words, previous research is replete with studies of collaboration at the network level (see Isett, Mergel, LeRoux, Mischen, & Rethemeyer, 2011).…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

Cooper

2020

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

Increasingly, nonprofit organizations engage in interorganizational collaboration to address large‐scale social problems. Scholarship typically focuses on the characteristics of both within‐sector and cross‐sector partnerships of two collaborating organizations or all partnering organizations involved in a collaboration, but we know little about the patterns of interorganizational relationships that single nonprofit organizations maintain. This research draws upon surveys from 452 nonprofits and introduces nonprofit network portfolios, which we define as the number, integration, intensity, and duration of relationships that nonprofits purposefully develop with other organizations. Using 12 network measures, Ward cluster analysis revealed three distinct network portfolios: restricted within‐sector (n = 319, 70.58%), which included limited collaboration and prioritized within‐sector partnerships; robust within‐sector (n = 80, 17.70%), which included more nonprofit partnerships than restricted within‐sector portfolios; and cross‐sector (n = 53, 11.72%), which had a rich assemblage of integrative partnerships with nonprofits, businesses, and government agencies. Further, nonprofits that maintained each type of portfolio differed in their revenue and social mission, suggesting these factors are related to the types of collaboration that nonprofits maintain. This study makes contributions to existing research on interorganizational networks and cross‐sector collaboration and suggests practical and policy implications for nonprofit network management.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

Cooper

2020

Nonprofit Mgmnt & Ldrshp

View full text Add to dashboard Cite

show abstract

“…According to the same author, a network is “the absence of a center, replaced by nodules and connections with a variable intensity and geometry between them”. In this context, the collaborative interpersonal ties established in the networks effectively help as a social channel through where knowledge and information flow smoothly, improving the integration and coordination of fragmented organizational activities (Atouba & Shumate, 2020 ; Bixler & Springer, 2018 ; McPherson et al, 2001 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…In this way, actors are opened to rely on the information generated by the social network. Characteristics such as trust, solidarity, reciprocity and cohesion are part of non-profit social networks (Atouba & Shumate, 2020 ; Bixler & Springer, 2018 ; McPherson et al, 2001 ).…”

Section: Literature Reviewmentioning

confidence: 99%

“…It is possible that social networks amongst members of non-profit organizations to be directly translated into effective and transparent non-profit partnerships, since their interpersonal trust may not be similar or transformed into interorganizational trust, consequently social networks amongst members of non-profit organizations may not result in effective and transparent non-profit partnerships (Atouba & Shumate, 2020 ; Doney & Cannon, 1997 ; Zaheer et al, 1998 ). Social networks that fall into the non-profit sector may take different forms according to the type of ties and the type of social actors involved.…”

Section: Literature Reviewmentioning

confidence: 99%

See 1 more Smart Citation

Social networks in the non-profit sector: Social support practices

Oliveira

Borges³

et al. 2021

Int Rev Public Nonprofit Mark

View full text Add to dashboard Cite

This paper aims to analyze the adequacy of social support practices in the non-profit sector by users and representatives which are part of “Conselho Local de Ação Social (CLAS)” a non-profit organization located in the north of Portugal and focused on the prevention of social exclusion and poverty. A mixed methodological approach was used. A questionnaire was applied to social beneficiaries. To complement the results, interviews with the entities that constitute the executive board of CLAS were conducted. It was possible to perceive the discrepancies on the social support provided and measure the assessment given by the entity responsible for the social network. Consequently, we could conclude that the beneficiaries of the social response under research perceive a low level of social support received, as opposed to the institutions that perceive a high level of social support provided. This difference in support perception is reflected in all the dimensions analyzed. This research supports executors and decision makers responsible for the implementation of local social support policies on the alignment of beneficiaries’ expectations as well as contribute on the operation improvement of social networks. As for contributions to the practice, some practical suggestions are advised to social network operators, such as the need for more active listening with feedback for beneficiaries, as well as a set of other measures to be implemented regularly in the medium and long term. Regarding contribution to the theory, it is important to mention that the present research is innovative and original as it contributes to clarify and expand the existing literature on social networks in the tertiary sector, based on the analysis of 5 different dimensions of social support. Furthermore, the authors intend to support the welfare of users of the social network under research by increasing the performance of the social network under analysis.

show abstract

Fields of Action to Advance the Digital Transformation of NPOs – Development of a Framework

Brink

Packmohr

Vogelsang

2020

Lecture Notes in Business Information Processing

View full text Add to dashboard Cite

Technology-based business improvements characterize the so-called digital transformation (DT). For non-profit organizations (NPOs), with their unique value creation structure and specific preconditions in terms of staff and resources, keeping up with the DT is challenging. Still, opportunities for the DT are unknown. Thus far, there are no comprehensive guidelines for DT strategy development in NPOs. Both digital value creation and digitally supported communication with customers can lead to competitive advantages. Therefore, NPO decision-makers must understand the opportunities and the challenges of DT. In our research approach, we aim to answer the research question: What are the fields of action for the digital transformation in NPOs? Following a grounded theory approach, we have developed a theoretical framework including fields of action and guidance for the strategic advancement of DT in NPOs. The results show that NPOs need to be aware of their digital communications channels with volunteer staff, customers and donors. A clear DT vision and new roles help NPOs meet this challenge.

show abstract

Meeting the Challenge of Effectiveness in Nonprofit Partnerships: Examining the Roles of Partner Selection, Trust, and Communication

Cited by 35 publications

References 59 publications

Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

Social networks in the non-profit sector: Social support practices

Fields of Action to Advance the Digital Transformation of NPOs – Development of a Framework

Contact Info

Product

Resources

About