The Politics of Partnerships

In the late 1990s the idea of cross-sector collaborations was relatively new in Europe. The term 'partnership' was employed primarily to refer to partnerships between government and businesses, usually termed PPP (Public Private Partnerships). On the other hand 'strategic alliances' was the term employed for business-to-business partnerships. Until then 'sponsorship' was the most practised associational form between nonprofit organisations (NPOs) and businesses (BUSs), which was included within the broad area of corporate community involvement. The relations between NPOs and BUSs witnessed a gradual intensification over the last 200 years (Gray 1989; Young 1999; Austin 2000; Googins and Rochlin 2000) resulting in increased interactions within both the philanthropic and trans- tional types of relationships (Seitanidi and Ryan 2007). However, the more recent gradual prominence of the concept of corporate social responsibility (CSR) within all sectors of society elicited an intensification of the debate with regard to the responsibilities of each sector in addressing environmental and social issues. In effect, CSR contributed to the increase of the interactions across the sectors and propelled NPO-BUS Partnerships (a type of social partnership) as a key mechanism for corporations to delve into a process of engaging with NPOs in order to improve their business practices by contributing their resources to address social issues (Heap 1998; Mohiddin 1998; Fowler 2000; Googins and Rochlin 2000; Mancuso Brehm 2001; Drew 2003; Hemphill and Vonortas 2003).

A holistic framework for the examination of nonprofit-business social partnerships Rich and in-depth case studies that provide grounding in the potential as well as the limitations of multi-sector collaboration A critical examination of the partnership phenomenon based on 75 interviews in businesses and nonprofit organisations in the UK A tool box of concepts to make sense of social partnerships as well as a reality check highlighting the strengths and weaknesses of social partnerships Includes supplementary material: sn.pub/extras

Klappentext

The widespread partnering phenomenon in the US and the UK spurred a significant amount of literature focusing on its strategic use. The Politics of Partnerships diverges by examining if partnerships can deliver benefits that extend beyond the organisational to the societal level resulting from the intentional combined efforts of the partners.

The book offers under the chronological stages of formation, implementation, outcomes a critical examination and proposes a holistic framework for the study of partnerships allowing for observations beyond any single stage.

'Finally! Seitanidi has given us a map to navigate the brave new world of partnerships. Discussions of nonprofit-business partnerships have had too much rhetoric and too little reality. Seitanidi abandons happy talk and digs into the truth. The striking contribution of The Politics of Partnerships is the toolbox of concepts it gives us for making sense of nonprofit-business partnerships'

Thomas Donaldson, Mark O. Winkelman Professor, Wharton School, University of Pennsylvania

'The Politics of Partnerships gives us a much-needed reality check highlighting the strengths and weaknesses of cross-sector collaborations in a world where boundaries seem to be fast disappearing. It provides significant new insights based in rich in-depth cases into what Seitanidi calls the 'overt functional conflict,' or the specific kinds of conflicts that partners in different sectors can run into. If you are interested in collaborations, this book is a must read.'

Sandra Waddock, Galligan Chair of Strategy, Professor of Management, Boston College

'Despite large interest in the possible role of partnerships in organizational strategies, empirical evidence that considers the complexity of the formation, implementation and outcomes is scarce. Through in-depth analysis in comparative perspective, this timely book provides much food for thought suggestingcooperation can also be accompanied by conflict.'

Prof.dr. Ans Kolk, University of Amsterdam Business School

'Seitanidi's book is a valuable asset for the leaders of business and non-profits, revealing the complexities in partnerships and building a framework for the successful implementation of collaborative models - an imperative within our increasingly globalized world.'

Hans Ulrich Maerki, Senior Fellow of Advanced Leadership, Harvard University (retired Chairman of IBM Europe Middle East Africa)

Inhalt
The Partnership Society.- A Framework for the Analysis of Partnerships.- Stage One: Partnership Formation.- Stage Two: Partnership Implementation.- Stage Three: Partnership Outcomes.- Reclaiming Responsibilities.