This exploratory study examines how non-profit organisations view collaborations with other organisations, based on the objective of the collaboration. This perspective has not been previously considered within the literature. Our findings suggest that non-profits believe there are differences in the management of collaborations depending on whether they are designed to achieve strategic or tactical goals. The variables of power and managerial imbalance were found to impact on the perceived effectiveness of strategic collaborations while organisational compatibility was found to impact on the perceived effectiveness of tactical collaborations.
History
Pagination
1 - 7
Location
Wellington, New Zealand
Open access
Yes
Start date
2004-11-29
End date
2004-12-01
ISBN-13
9780475122148
ISBN-10
0475122143
Language
eng
Notes
Reproduced with the specific permission of the copyright owner.
Publication classification
E1.1 Full written paper - refereed; E Conference publication
Editor/Contributor(s)
J Wiley, P Thirkell
Title of proceedings
ANZMAC 2004 : marketing accountabilities and responsibilities, proceedings