Partnership and the Governance of Regeneration

Rowe, Mike; Devanney, Carol

doi:10.1177/02610183030233004

Cited by 25 publications

(17 citation statements)

References 29 publications

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“…There is an increasing recognition that 'social partnerships' have become the central modus operandi for business and NPOs (Mohiddin, 1998;Mancuso Brehm, 2001) by re-aligning their interactions according to societal expectations. This form of association firstly appeared between private enterprises (DiMaggio and Powel, 1983;Fombrum and Astley, 1983;Kanter, 1994;Koza and Lewin, 1998;Hemphill and Vonortas, 2003) and later between the public and private sectors commonly known as public-private partnerships (PPP) (Miller and Ahmad, 2000;Rowe and Devanney, 2003;Moon, 2004). One of the most often citied definitions of social partnerships is by Waddock (1988):…”

Section: Re-alignment With Societal Expectations: Business/nonprofit mentioning

confidence: 99%

A critical review of forms of corporate community involvement: from philanthropy to partnerships

Seitanidi

Ryan

2007

J of Philanthropy and Mktg

199

180

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The paper offers a critical review of the forms of corporate community involvement (CCI) including: corporate philanthropy, benefaction, patronage, sponsorship and cause related marketing (CRM) and partnership. It discusses the differences/similarities and compares the limitations of the transactional forms of interaction with the latest form of partnership. The paper suggests that the form of partnership represents a shift towards a non-linear business model of CCI, that is moving away from an outcome towards a process orientation. Three factors are identified conditioning the successful implementation and sustainability of partnerships which are linked with the previous limitations of transactional approaches of interaction. Finally, the paper puts forward three propositions in order for partnerships to: (1) contribute to the increase of institutional trust among organisations and across sectors; (2) assist in balancing the dynamics across the sectors and (3) appreciate the process of interaction as a source of benefits.

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Section: Re-alignment With Societal Expectations: Business/nonprofit mentioning

confidence: 99%

A critical review of forms of corporate community involvement: from philanthropy to partnerships

Seitanidi

Ryan

2007

J of Philanthropy and Mktg

199

180

View full text Add to dashboard Cite

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“…Compared to single organisations, working in partnership is of an order more complex and ambiguous, wherein inter-organisational relationships imply an array of horizontal as well as hierarchical (Pettigrew 2003), without necessarily diluting hierarchy (Rowe and Devanney 2003); where there is uncertainty about who leads and who follows (Huxham and Vangen, 2000a); where leadership can be represented by organisations rather than individuals within organisations (Stewart, 1999); and where governance arrangements (if they exist at all) may not really reflect leadership as it manifests itself in practice (Davies, 2002). Some authors point to the kinds of things that would represent successful leadership in practice.…”

Section: Leadership In Partnerships: the Literaturementioning

confidence: 99%

Exploring Leadership in Multi-sectoral Partnerships

2007

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This paper explores some critical aspects of leadership in the context of multisectoral partnerships. It focuses on leadership in practice and asks the question "How do managers experience and perceive leadership in such partnerships?" The study contributes to the debate on whether leadership in a multi-sectoral partnership context differs from that within a single organisation. It is based on the accounts of practising managers working in complex partnerships. The paper highlights a number of leadership challenges faced by those working in multi-sectoral partnerships.Partnership practitioners were clear that leadership in partnerships was more complex than in single organisations. However, it was more difficult for them to agree a consensus on the essential nature of leadership in partnership. We suggest a first, second and third person approach might be a way of better interpreting leadership in the context of partnerships.

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“…The group was dominated by the 'usual suspects' of agencies who had the time and resources to attend meetings (Rowe and Devanney 2003). Bliss (2005) has also warned of partnerships having overly high expectations.…”

Section: Effectivenessmentioning

confidence: 99%

Delivering effective multi-agency work for victims and witnesses of crime

Fleming¹,

Goodman²,

Knight³

et al. 2006

Practice

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This article explores recent changes within the field of victim and witness services, and uses this to provide a background to the work of the Victims and Witnesses Action Group (VWAG) in the English city of Leicester. Issues raised included the difficulties of partnership working in terms of breakdowns in communication, competition for funding and what happens when dedicated staff leave. Suggestions will be made regarding the work of multi-agency services to victims and witnesses in the future, such as setting out clear aims that are achievable within the resources available and having a clear link person in place to aid communication.This article will explore recent changes within the field of victim and witness services, and will use this to provide a background to the work of the Victims and Witnesses Action Group in Leicester. It will go on to look at the increase in the use of partnership working within the field of social care and regeneration, and how the benefits and drawbacks of this method of working may have had an impact on VWAG, as found by the evaluation of VWAG carried out in 2005. Suggestions will be made regarding the provision of multi-agency services to victims and witnesses in the future.

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Partnership and the Governance of Regeneration

Cited by 25 publications

References 29 publications

A critical review of forms of corporate community involvement: from philanthropy to partnerships

A critical review of forms of corporate community involvement: from philanthropy to partnerships

Exploring Leadership in Multi-sectoral Partnerships

Delivering effective multi-agency work for victims and witnesses of crime

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