The social processes of interorganizational collaboration and conflict in nonprofit organizations

This article takes a qualitative approach to research in advancing knowledge of the social process by which interorganizational relationships are established and nurtured in nonprofit organizations. The findings reveal that a balance of dependence and autonomy is needed for initiating interorganizational relationships. These relationships are stabilized at the interpersonal level through positive attributes (attitudes, perceptions, and trust) and interpersonal ties of individuals representing their organizations. Sources of conflict, such as value differences, divergent goals, and personality clashes, also influence the working relationships of these organizations.