|
Sign In to gain access to subscriptions and/or personal tools.
|
Collaborative Alliances: Moving from Practice to Theory
Barbara Gray
Pennsylvania State University
Donna J. Wood
University of Pittsburgh
The Journal of Applied Behavioral Science presents two special issues on collaborative alliances that examine the contributions and limits of existing theories for explaining collaboration, and that clarify and expand our understanding of this phenomenon. In this introduction, the following major theoretical perspectives are applied to explain collaboration and collaborative alliances: resource dependence theory; corporate social performance/institutional economics theory; strategic management/social ecology theory; macroeconomics theory; institutional/negotiated order theory; and political theory. The nine case research articles in the two special issues analyze a wide variety of collaborative alliances and provide unique insights. The articles `contributions, the levels of analysis they focus on, and the ways they address three broad issues of collaborative alliances -preconditions, process, and outcomes -are discussed. No single theoretical perspective provides an adequate foundation for a general theory of collaboration, but the articles point the way to the construction of such a theory.
The Journal of Applied Behavioral Science, Vol. 27, No. 1,
3-22 (1991)
DOI: 10.1177/0021886391271001
 CiteULike  Complore  Connotea  Del.icio.us  Digg  Reddit  Technorati  Twitter What's this?
This article has been cited by other articles:
|
|
|
|
 
J. E. Sowa
The Collaboration Decision in Nonprofit Organizations: Views From the Front Line
Nonprofit and Voluntary Sector Quarterly,
December 1, 2009;
38(6):
1003 - 1025.
[Abstract]
[PDF]
|
|
|
|
|
|
|
S. Dorado, D. E. Giles Jr, and T. C. Welch
Delegation of Coordination and Outcomes in Cross-Sector Partnerships: The Case of Service Learning Partnerships
Nonprofit and Voluntary Sector Quarterly,
June 1, 2009;
38(3):
368 - 391.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. E. Sowa
Implementing Interagency Collaborations: Exploring Variation in Collaborative Ventures in Human Service Organizations
Administration Society,
May 1, 2008;
40(3):
298 - 323.
[Abstract]
[PDF]
|
|
|
|
|
|
|
R. G. Heath
Rethinking Community Collaboration Through a Dialogic Lens: Creativity, Democracy, and Diversity in Community Organizing
Management Communication Quarterly,
November 1, 2007;
21(2):
145 - 171.
[Abstract]
[PDF]
|
|
|
|
|
|
|
B. Gazley and J. L. Brudney
The Purpose (and Perils) of Government-Nonprofit Partnership
Nonprofit and Voluntary Sector Quarterly,
September 1, 2007;
36(3):
389 - 415.
[Abstract]
[PDF]
|
|
|
|
|
|
|
C. Driscoll
The Not So Clear-Cut Nature of Organizational Legitimating Mechanisms in the Canadian Forest Sector
Business Society,
September 1, 2006;
45(3):
322 - 353.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. W. Selsky and B. Parker
Cross-Sector Partnerships to Address Social Issues: Challenges to Theory and Practice
Journal of Management,
December 1, 2005;
31(6):
849 - 873.
[Abstract]
[PDF]
|
|
|
|
|
|
|
C. Guo and M. Acar
Understanding Collaboration Among Nonprofit Organizations: Combining Resource Dependency, Institutional, and Network Perspectives
Nonprofit and Voluntary Sector Quarterly,
September 1, 2005;
34(3):
340 - 361.
[Abstract]
[PDF]
|
|
|
|
|
|
|
E. A. Welleford, I. A. Parham, C. L. Coogle, F. E. Netting, L. P. Burke, and P. A. Boling
University-Community Relationships in the Development of a Geriatric Interdisciplinary Team Training Certificate
Journal of Applied Gerontology,
June 1, 2005;
24(3):
248 - 261.
[Abstract]
[PDF]
|
|
|
|
|
|
|
H. H. Singer and M. C. Kegler
Assessing Interorganizational Networks as a Dimension of Community Capacity: Illustrations From a Community Intervention to Prevent Lead Poisoning
Health Educ Behav,
December 1, 2004;
31(6):
808 - 821.
[Abstract]
[PDF]
|
|
|
|
|
|
|
B. Parker and J. W. Selsky
Interface Dynamics in Cause-Based Partnerships: An Exploration of Emergent Culture
Nonprofit and Voluntary Sector Quarterly,
September 1, 2004;
33(3):
458 - 488.
[Abstract]
[PDF]
|
|
|
|
|
|
|
K. D. Butterfield, R. Reed, and D. J. Lemak
An Inductive Model of Collaboration From the Stakeholder's Perspective
Business Society,
June 1, 2004;
43(2):
162 - 195.
[Abstract]
[PDF]
|
|
|
|
|
|
|
A. J. Bennington, J. C. Shelter, and T. Shaw
Negotiating Order in Interorganizational Communication: Discourse Analysis of a Meeting of Three Diverse Organizations
Journal of Business Communication,
April 1, 2003;
40(2):
118 - 143.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. M. Calton and S. L. Payne
Coping With Paradox: Multistakeholder Learning Dialogue as a Pluralist Sensemaking Process for Addressing Messy Problems
Business Society,
March 1, 2003;
42(1):
7 - 42.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. J. Austin
The Changing Relationship Between Nonprofit Organizations and Public Social Service Agencies in the Era of Welfare Reform
Nonprofit and Voluntary Sector Quarterly,
March 1, 2003;
32(1):
97 - 114.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. K. Foster and A. G. Meinhard
A Regression Model Explaining Predisposition to Collaborate
Nonprofit and Voluntary Sector Quarterly,
December 1, 2002;
31(4):
549 - 564.
[Abstract]
[PDF]
|
|
|
|
|
|
|
L. M. Takahashi and G. Smutny
Collaborative Windows and Organizational Governance: Exploring the Formation and Demise of Social Service Partnerships
Nonprofit and Voluntary Sector Quarterly,
June 1, 2002;
31(2):
165 - 185.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M.-F. Turcotte and J. Pasquero
The Paradox of Multistakeholder Collaborative Roundtables
Journal of Applied Behavioral Science,
December 1, 2001;
37(4):
447 - 464.
[Abstract]
[PDF]
|
|
|
|
|
|
|
L. M. Takahashi and G. Smutny
Collaboration among Small, Community-Based Organizations: Strategies and Challenges in Turbulent Environments
Journal of Planning Education and Research,
December 1, 2001;
21(2):
141 - 153.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. Janssens and K. Seynaeve
Collaborating to Desegregate a "Black" School: How Can a Low-Power Stakeholder Gain Voice?
Journal of Applied Behavioral Science,
March 1, 2000;
36(1):
70 - 90.
[Abstract]
[PDF]
|
|
|
|
|
|
|
T. K. Das and B.-S. Teng
A Resource-Based Theory of Strategic Alliances
Journal of Management,
February 1, 2000;
26(1):
31 - 61.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. K. O'Connor and F. E. Netting
Teaching Students About Collaborative Approaches to Organizational Change
Affilia,
August 1, 1999;
14(3):
315 - 328.
[Abstract]
[PDF]
|
|
|
|
|
|
|
C. P. Egri
The Environmental Round Table Role-Play Exercise: The Dynamics of Multistakeholder Decision-Making Processes
Journal of Management Education,
February 1, 1999;
23(1):
95 - 112.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. Welch
Collaboration: Staying on the Bandwagon
Journal of Teacher Education,
January 1, 1998;
49(1):
26 - 37.
|
|
|
|
|
|
|
P. S. Ring
Fragile and Resilient Trust and Their Roles in Economic Exchange
Business Society,
June 1, 1996;
35(2):
148 - 175.
[Abstract]
|
|
|
|
|
|
|
J. M. Bartunek, P. G. Foster-Fishman, and C. B. Keys
Using Collaborative Advocacy to Foster Intergroup Cooperation: A Joint Insider-Outsider Investigation
Human Relations,
June 1, 1996;
49(6):
701 - 733.
[Abstract]
[PDF]
|
|
|
|
|
|
|
M. V. Wilkof, D. W. Brown, and J. W. Selsky
When the Stories are Different: The Influence of Corporate Culture Mismatches on Interorganizational Relations
Journal of Applied Behavioral Science,
September 1, 1995;
31(3):
373 - 388.
[Abstract]
[PDF]
|
|
|
|
|
|
|
D. Bilimoria, D. L. Cooperrider, K. Kaczmarski, G. Khalsa, S. Srivastva, and P. Upadhayaya
A Call to Organizational Scholarship: The Organization Dimensions of Global Change: No Limits to Cooperation
Journal of Management Inquiry,
March 1, 1995;
4(1):
71 - 90.
[Abstract]
|
|
|
|
|
|
|
M. A. Smylie, R. L. Crowson, V. Chou, and R. A. Levin
The Principal and Community-School Connections in Chicago's Radical Reform
Educational Administration Quarterly,
August 1, 1994;
30(3):
342 - 364.
[Abstract]
|
|
|
|
|
|
|
M. A. Hazenl
A Radical Humanist Perspective of Interorganizational Relationships
Human Relations,
April 1, 1994;
47(4):
393 - 415.
[Abstract]
[PDF]
|
|
|
|
|
|
|
J. N. Hood, J. M. Logsdon, and J. K. Thompson
Collaboration for Social Problem Solving: A Process Model
Business Society,
June 1, 1993;
32(1):
1 - 17.
|
|
|
|
|
