Interorganizational network portfolios of nonprofit organizations: Implications for collaboration management

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.     

Structures,Challenges, and Successes of Volunteer Programs Co‐managed by Nonprofit and Public Organizations

This article presents a mixed‐methods, multicase study and comparison of volunteer programs in US national parks that have evolved, in response to growth and fiscal pressures, to be co‐managed by national park staff and their nonprofit support partners. Findings detail why and how the expanded partnerships were formed; how they operate; challenges they face; ways in which they adhere to, stretch, and depart from theories of nonprofit management, collaboration, and program institutionalization; and the significant—even exponential—volunteer program growth that resulted in each case. These nonprofit?public volunteer program partnerships—at Acadia, Arches and ­Canyonlands, Cuyahoga Valley, Golden Gate, the National Mall, and Yosemite national park sites—employ many standard forms of interorganizational relations, even though in these cases the nonprofits give money to the government organization instead of the reverse. Their volunteer program and management structures also share similar elements because of coercive, normative, and mimetic pressures. At the same time, each volunteer program partnership is a distinct blend of collaboration and management practices because of the unique natural features, climate, needs, adjacent populations, and personalities of leaders at each site. The cases employ innovative strategies to substantially increase the number of staff who lead volunteer programs. Recommendations are offered for nonprofit management research and practice, and findings are instructive for organizations that utilize volunteers either as a single entity or as part of a collaboration.     

Understanding how corporate social responsibility partnership factors influence nonprofit supportive intentions

Public relations literature on corporate social responsibility (CSR) has long detailed the impact of CSR outcomes for corporations. This study seeks to understand how CSR influences the nonprofit partners involved in these initiatives and what types of CSR partnerships lead to nonprofit supportive intentions. This study merges perspectives on organization-public relationships (OPR) with nonprofit management literature. An online 2 (NPO reputation: low vs high) x 2 (partnership duration: short vs. long) x 2 (CSR fit: low vs. high) experiment was conducted. A few key factors emerged in the analysis: Positive nonprofit reputation strongly predicted all OPR outcomes and mission accomplishment. Unexpectedly, the short-duration condition led to more positive outcomes and intentions. Fit did not seem to have a direct effect on outcomes, but the high-fit, short-duration partnership led to increased levels of all outcomes. For mediation, satisfaction and commitment had the strongest indirect effects on nonprofit supportive intentions (donation, volunteer, and word-of-mouth). This study expands the understanding of CSR effects on nonprofit partners, specifically by showing how different CSR partnership types play a role in the relationship-building efforts of nonprofits. Additionally, demonstrating how mission accomplishment can strengthen these relationships helps to disentangle the unique position of nonprofits in CSR, whose reputation and mission are at stake.     

A Review of Models for Measuring Organizational Effectiveness Among For‐Profit and Nonprofit Organizations

Induced by unprecedented growth, invasion of for‐profit organizations in the nonprofit domain, and high‐profile cases of mismanagement in the nonprofit sector, a recent surge in the literature suggests ample opportunities for research to compare the organizational effectiveness of for‐profit and nonprofit organizations. This article presents a literature review of nonprofit organizational effectiveness from which four models of organizational effectiveness are selected. These models are discussed and analyzed because they apply to both for‐profit and nonprofit organizations.     

Criteria of effectiveness in multiple cross-sectoral interorganizational relationships

As the popularity of interorganizational relationships (IORs) grows, the challenge of evaluating the effectiveness of achieving desired outcomes has emerged as a concern for both practitioners and academics [Atkinson, M., & Maxwell, V. (2007). Driving performance in a multi-agency partnership using outcome measures: A case study. Measuring Business Excellence, 11(2), 12–22; Callahan, K., & Kloby, K. (2007). Collaboration meets the performance measurement challenge. The Public Manager, 36(2), 9–24; Coulson, A. (2005). A plague on all your partnerships: Theory and practice in regeneration. International Journal of Public Sector Management 18(2), 151–163.]. The purpose of this paper is to empirically compare the effectiveness criteria used by a nonprofit Canadian sport organization and its partners embedded in multiple cross-sectoral relationships. To that end, three levels of effectiveness criteria were investigated: the community, network, and organization levels. A qualitative case study was conducted on the nonprofit sport organization and its multiple cross-sectoral partners. The results suggest that some criteria for measuring IOR effectiveness among partners were highly interrelated, some reflected competing values, some were shared across all partners, and some were ambiguous in the measures of effectiveness of IOR outcomes. Implications for future research and for practice are discussed.     

Social capital and nonprofit leaders

The concept of social capital seems to be a very compatible, useful, and important one for nonprofit organizations. Nonprofits must sustain and enhance the original social capital with which they were formed and broaden it into a variety of key areas. Nonprofits and their leaders must foster social capital in order to recruit and develop board members, raise philanthropic support, develop strategic partnerships, engage in advocacy, enhance community relations, and create a shared strategic vision and mission within the organization and its employees. Nonprofit executives have a pivotal role in carrying out these functions, but they do so through relationships and networks with others. These activities are time‐consuming and demanding, and they require planning. This article provides a focused literature analysis on the concept of social capital as it applies to nonprofit management and leadership. The author views the literature with respect to definitions of social capital and the way nonprofits generate and mobilize social capital in order to achieve organizational goals. The author also cites methods for measuring social capital.     

Interorganizational network findings from a nationwide cardiovascular disease prevention initiative

ObjectivesTo use network analysis in order to evaluate the effectiveness of interorganizational networks in implementing policy, systems, and environmental interventions for cardiovascular disease prevention throughout the United States.MethodsEvaluators conducted an interorganizational network (ION) survey to examine information sharing and joint planning within organizational relationships in 15 community-based cardiovascular disease prevention partnership networks. Density and betweenness centrality scores at the node- and network-level were calculated for each partnership network using UCINET© network analysis software. Common data patterns were then extracted using a multiple case study format.ResultsNetwork density scores ranged from 0.50 to 1.00 (M = 0.84, SD = 0.14) for information sharing and 0.43–1.00 (M = 0.77, SD = 0.15) for joint planning. Centralization indices ranged from 0.00 to 0.11 (M = 0.04, SD = 0.03), and 0.00-0.17 (M = 0.06, SD = 0.05), respectively. Overall, 73.33 % of communities were successful in meeting their partnership goals.ConclusionsWhen planning and implementing interorganizational networks, high betweenness centrality and more hierarchically structured networks were identified as the most salient partnership characteristics to programmatic success. The network findings were triangulated with previously published qualitative data to provide context. These findings provide valuable insight on how national networks can be designed and leveraged to implement systematic community health projects.     

Influences on the Size and Scope of Networks for Social Service Delivery

Local social service agencies throughout the world have begunencouraging or requiring social service providers to form community-basednetworks for the delivery of publicly funded social services.Little is known, however, about the nature of the resultingnetworks. In this article we develop a model of organizational,programmatic, and community influences on the size and scopeof interorganizational networks for social service delivery.We then apply this theoretical framework to an empirical studyof service delivery networks in the Family Preservation Programin Los Angeles County. Our findings suggest that the availabilityof potential partners in the community, the scope of requiredservices, and the ethnic homogeneity of the client populationare key determinants of network size. We develop the implicationsof the results for theories of partnership formation and formore effective management of network formation processes.     

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

This article reports findings from a community‐based study of collaboration among seven nonprofit human service agencies in a very low‐income urban neighborhood. The project, funded by a federal demonstration grant, was developed to prevent child abuse and neglect as an alternative to the existing public child welfare system. Findings suggest that privatization, funding uncertainties, and community‐level factors posed external stressors that constrained executives' ability to collaborate. The article identifies five key stressors, analyzes how each constrained the partnership, and then discusses specific adaptations made by executive leadership in political, technical, and interpersonal areas that facilitated strategic adjustment and realignment in a very complex interorganizational arrangement and set of relationships. Finally, implications are drawn for nonprofit managers, social policy, and nonprofit research.     

The Critical Role of the Initial Stages of Cross-Sector Partnerships and Their Implications for Partnerships’ Outcomes

The paper presents research findings on the initial stages of the life cycle of cross-sector partnerships in the social services. The findings clearly show the importance and impact of the initial stages on the establishment and institutionalization of the partnerships over time. These stages are mainly characterized by clarifying the common goals of the partnership, mobilizing support to achieve the goals, overcoming resistance and relieving fears while convincing opponents to change their attitudes toward the partnership, and formalizing and constructing administrative processes and procedures. Special attention is given to the emotional energy that the management and workers invest in the initial stages in order to overcome barriers as well as ideological, cultural, and procedural gaps between the partner organizations. The relationships between selected organizational properties that typify the initial stages of cross-sector partnerships and the achievement of goals and outcomes are presented, analyzed, and discussed.

     

A Collaborator Profile for Executives of Nonprofit Organizations

This study involving ninety‐two nonprofit executive directors who engaged in separate interorganizational collaborations investigated the relationship between a select number of individual characteristics (personality and demographic) and perceived collaboration outcome (successful or unsuccessful). The collaborator profile that resulted suggests that directors who are predisposed to perceiving their respective collaborations as successful are extravert, feeling males who have high role ambiguity and low role boundary occupational stress. Given the increasing need for nonprofit organizations to collaborate with other organizations, it is important for nonprofit executives and their boards to be cognizant of some key factors that can lead to successful interorganizational collaborations.     

Integrated or Disconnected? Examining Formal and Informal Networks in a Merged Nonprofit Organization

This article introduces nonprofit researchers and practitioners to a social network analytical technique for assessing internal staff relationships after a merger. We studied a case of a nonprofit merger, investigating its formal and informal intraorganizational networks to see which parts integrated and which remained separate operationally. We discovered a prior‐organizational‐affiliation‐based homophily within the merged organization: most interpersonal relationships existing within these networks remained among the employees who worked together prior to the merger. However, the informal and expressive networks of mentoring, friendship, and socioemotional support were even more disconnected than the formal and instrumental networks of work relationships and problem solving. We highlight the role of a mentoring network in bridging formal and informal networks in a merged organization.     

Organizational networks of collaboration for community‐based living

This exploratory study of the Texas Community Awareness and Relocation Services (CARS) Project examines organizational networks of collaboration for community‐based living. A high degree of collaboration in these networks is needed to help nursing facility residents negotiate the complex process of moving to community‐based settings. Social network analysis reveals considerable variations in local organizational networks of collaboration among lead nonprofit providers before and after implementation of the CARS Project in five test sites. These variations probably affected their collaborative capacity of each site and, ultimately, the project's outcomes.     

Nonprofit mission statement focus and financial performance

Mission statements have been adopted nearly universally in nonprofit organizations. Their ubiquity is based on a presumption that a well‐designed mission statement is linked to better organizational performance because it provides a framework for decision making, influence over staff and volunteer motivation, and a mechanism for signaling organizational legitimacy to stakeholders. Despite collective confidence in mission statement utility, the relationship between mission statements and performance has received minimal attention. In this exploratory study we measured several attributes of mission statements in women's rights nonprofit organizations, with particular attention to the degree to which the statement focuses on organizational purpose and the relationship between focus and several measures of organization financial performance. The findings indicated that mission statements with a more focused geographic scope were associated with lower overhead ratios. In contrast, mission statements that identified more target client groups were associated with larger one‐year increases in contribution. Despite the statistical significance, the relationships were weak, calling into question common assumptions about the importance of the mission statement to a nonprofit organization.     

Which Nonprofit Gets More Government Funding?

Government represents one of the most important funding sources for nonprofit organizations. However, the literature has not yet provided a systematic understanding of nonprofits’ organizational factors that are associated with their receipts of government funding. This study combines interorganizational relationships and organizational institutionalism literature to examine the determinants of nonprofits’ obtainment of government funding. Based on a survey of human service nonprofits in Maryland, this research finds that nonprofits with higher bureaucratic orientation, stronger domain consensus with government, and longer government funding history are more likely to receive government contracts and grants. Nonprofits’ revenue diversification, professionalization, and board co‐optation might have very limited impacts.     

Rewiring global networks at local events: congresses in the stock photo trade

Digital technologies have enabled the geographical expansion of production and the distribution of creative goods and communication. Simultaneously, the number of trade fairs and congresses has increased. This rise of temporary encounters has led to theorizations of events as marketplaces, learning sites and field‐configuring practices. This article elaborates on the metaphor of rewiring to propose and empirically demonstrate a further role of industry events for global business. Drawing on the case of the global stock photo trade, we use a unique survey to map the global network of sales partnerships as well as interviews conducted at international lead congresses to demonstrate how these events are enacted as social relays. Our findings demonstrate how temporary face‐to‐face contact facilitates long distance relationships between organizations and how it dynamically shapes the global industry network. Thus, we contribute to closing the gap between social action at the micro level, organizational linkages at the meso level and the structure of global industry networks at the macro level.     

What Works in Strategic Partnerships for Children: a Research Review

Strategic partnerships have a key role to play in delivering the government's ‘Every Child Matters’ agenda. There is a developing body of research and other evidence and practice‐informed literature about what works in relation to partnership working. Drawing on a research review commissioned by Barnardos on strategic partnership working for children, this study summarises research findings from a number of sectors relating to the development, delivery and review of effective partnerships. Although there is widespread consensus within the research on the factors contributing to effective partnership processes, there is, currently, relatively little evidence that partnerships lead to positive outcomes for children and young people. © 2006 The Author(s). Journal compilation © National Children's Bureau.     

Aligning for impact: The influence of the funder–fundee relationship on evaluation utilization

Partnerships between nonprofit organizations, as well as between public and private entities, are commonly seen as a preferred method to address complex societal problems. Within these partnerships evaluation is often mandated and considered essential, but questions remain as to the efficacy of the evaluation process. This article incorporates theories on interorganizational relationships and evaluation utilization to investigate the role of the funder–fundee relationship on evaluation use. To accomplish this task, data were collected on a statewide early childhood initiative, Smart Start. Findings indicate that a more coordinated and collaborated relationship has a positive impact on the factors associated with evaluation use and on utilization itself. Findings also suggest the importance of strategic thinking on the part of both funders and fundees when it comes to investing resources in mandated evaluations.     

The institutional antecedent to firms’ interorganizational network portfolios: Evidence from China

Although the amount of research on interorganizational networks has increased significantly in recent years, few studies have examined the antecedents to interorganizational network portfolios—organizations’ configuration of their relationship networks with other organizations. To address this gap, this study examines how firms’ interorganizational network portfolios vary across three types of ownership structures (i.e., state-owned, private, and multinational enterprises) in China. Cluster analysis of the data on 212 leading firms operating in China revealed two types of network portfolios firms maintain. Specifically, firms maintaining robust cross-sector portfolios had more extensive networks with organizations in the nonprofit and public sectors than firms maintaining limited cross-sector portfolios. Moreover, regression results suggested that firms across different ownership structures had distinct numbers and types of organizational partners, particularly nongovernmental organization (NGO) partners. Theoretical and practical implications are derived from the findings.     

Funder‐initiated integration

The active role of funders in organizational restructuring and consolidation is becoming a more common area of study, because more funders—private and government funders alike—are moving in the direction of encouraging funded agencies to explore new strategies such as mergers and integrations. This research focuses on funder‐initiated nonprofit integration and explores the challenges and strategies demonstrated by a government grantor and nine funded agencies as they planned and developed a management service organization. This was an action research study, whereby all parties participated as co‐researchers to examine the integration challenges and the partnership strategies used to move the integration process forward.