Nonprofit Resource Contribution and Mission Alignment in Interorganizational, Cross-Sector Public Health Networks

Abstract

Given the complexity of today’s social and political dilemmas, a common method of program and policy implementation is surfacing in the form of interorganizational, cross-sector goal-directed networks. This article applies the “Core Dimensions of Connectivity” framework to analyze how the increasing inclusion of nonprofit organizations in public health goal-directed interorganizational networks is associated with goal achievement. Variables related to sector-based resource contributions and mission alignment were analyzed in their relation to outcomes in 177 networks. The findings indicate that significant differences exist across sectors. Compared to public and for-profit organizations, nonprofit organizations bring a greater number and diversity of resources to public health networks, and are perceived by their public and for-profit partners as having the strongest support of the network’s mission. We also find that resource contributions and mission alignment affect outcome achievement. This article discusses practical challenges networks face and informs techniques for effectively managing interorganizational goal-directed networks.

The Role of Nonprofit–Private Collaboration for Nonprofits’ Organizational Resilience

“…To obtain complementary resources crucial for their survival, NPOs engage in intrasectoral (Zeimers et al, 2019 ) as well as intersectoral collaborations (Atouba & Shumate, 2020 ; Chapman & Varda, 2017 ; Doyle et al, 2016 ). Particularly since companies have increasingly focused on CSR activities, collaborations with for-profit organizations have gained importance for NPOs to ensure the acquisition of resources, knowledge, and expertise (Schiller & Almog-Bar, 2013 ).…”

Domesticating the Beast: A “Resource Profile” Framework of Power Relations in Nonprofit–Business Collaboration

“…Focusing on the public image of nonprofits, Herlin (2015) argues that given the frequency of power asymmetries favoring businesses, collaborations may become riskier to nonprofits' legitimacy when they reach the integrative stage. Although nonprofits may bring distinct and valuable resources to cross-sector collaborative networks (Chapman & Varda, 2017), nonprofits' branding resources-their public image and reputation-appear especially attractive for businesses interested in burnishing their corporate social responsibility credentials. Collaborating with some types of business, as for instance with luxury brands (Boenigk & Schuchardt, 2015), is found to bolster public attitudes toward nonprofits and incentivize support from private donors.…”

From Need to Policy: Community Supported Development and Implementation of the South Carolina Vulnerable Adult Guardian Ad Litem (SC VAGAL) Program

“…Fourth, the development of SC VAGAL highlighted the necessity of taking risk in developing and delivering a much needed, yet not-fully funded, aging service. Organizations forced to rely on increasingly finite resources to deliver services to larger populations may be reluctant to innovate (Chapman & Varda, 2017).…”

“…Identifying opportunities to add programming can be hard, especially without community buy-in from individuals, organizations, and legislators, especially as more groups advocate for fewer resources. Organizational stakeholder networks, groups of organizations with similar missions, and service populations are one way the environment of diminishing resources is navigated (Chapman & Varda, 2017;Scutchfield et al, 2016). These groups organize themselves around a common topic or issue and make themselves available for consultation and engagement while also bringing their unique resources to bare (Varda et al, 2008(Varda et al, , 2012.…”