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Nonprofit-public collaborations: understanding governance dynamics

Cornforth, Chris; Hayes, John Paul and Vangen, Siv (2015). Nonprofit-public collaborations: understanding governance dynamics. Nonprofit and Voluntary Sector Quarterly, 44(4) pp. 775–795.

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DOI (Digital Object Identifier) Link: https://doi.org/10.1177/0899764014532836
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Abstract

As many of the challenges facing society are too complex to be addressed by single organizations working alone, nonprofit organizations are increasingly working in collaboration with public authorities. The governance of nonprofit–public collaborations is important for their effectiveness, yet it remains poorly understood. Drawing on case study research, this article examines and develops an extant conceptual model developed by Takahashi and Smutny that seeks to explain the formation and demise of nonprofit collaborations in terms of “collaborative windows” and the inability to adapt initial governance structures. The research finds that while initial governance structures are an important constraint on development, they can be adapted and changed. It also suggests that the development of collaborations is not only influenced by changes in the collaborative window but also by how key actors in the collaboration respond to important internal tensions.

Item Type: Journal Item
Copyright Holders: 2014 The Authors
ISSN: 1552-7395
Project Funding Details:
Funded Project NameProject IDFunding Body
Public and Third Sector Management: The Governance of Partnerships (B-09-028-EMD)RES-073-27-0033ESRC
Keywords: collaboration; public authorities; governance; collaborative windows; collaborative entrepreneurs; tensions
Academic Unit/School: Faculty of Business and Law (FBL)
Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise
Faculty of Business and Law (FBL) > Business
Item ID: 40118
Depositing User: Chris Cornforth
Date Deposited: 09 May 2014 10:21
Last Modified: 04 Jun 2019 15:56
URI: http://oro.open.ac.uk/id/eprint/40118
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