Strategic compatibility, collaboration and collective impact for community change

Abstract

Purpose Communities are best able to tackle complex social problems when solutions are achieved collaboratively. Inter-organizational partnerships are strongest and provide the greatest benefit to communities when the relationships are mutually compatible. The purpose of this paper is to introduce an evidence-informed approach to identifying and forming mutually compatible collaborations among organizations responsible for promoting community well-being and carrying out community-level interventions. Design/methodology/approach A three-stage case study examines the utility of a novel measurement tool for identifying opportunities for strategic collaboration. The strategic compatibility assessment (SCA) was designed to identify inter-organizational collaborative capacities within and across sectors as a means to motivate collaborative behaviors that are essential to community change initiatives that advance the collective impact. Findings The findings of this paper indicate the SCA is an effective tool for fostering mutually beneficial collaborative partnerships. A high degree of content, face and practical validity was evidenced in two independent studies of SCA, and organizations using the SCA tool reported a moderate-to-high degree of collaborative behavior in a post-intervention assessment of SCA outcomes. These findings provide field-based support for the SCA to promote cross-sector collaboration for community-level interventions. Originality/value The SCA tool describes the degree of collaboration among organizations that operate within a neighborhood; identifies potential points of mutual compatibility within the network; and creates pathways for leveraging collaborative behavior to promote community capitals. The aim of this research is to examine the potential of the SCA tool to shift the non-profit sector climate away from one characterized by competition toward one rich with collaboration.

Developing the strategic collaboration model in basic education

“…The result of research in Table 4 has consistency with the theory of strategic collaboration describe that basically this approach may use to all level of the domain of the public sector to diminish the complexity through the actors' motivation and intentional to break the complex problems and getting the sustainability change for innovation [13], [36]. The results also showed each dimension have a mean value was above 3 (≥3.00), and Tukey's estimate of power to which observations achieve=3.497.…”

“…The capacity of individual or community in making collaboration and synergy are necessary, so they should be enlarged. It revealed that the community collaboration model may significantly impact school improvement and sustainability [11]- [13]. Further, the performance of educational national standards and education quality service have determined by strategic collaboration approach [14].…”

A knowledge management culture in the European higher education system

“…One way to overcome the knowledge spillover effects faced by regional universities was suggested by M. E. Brown, T. Riz zuto, and P. Singh. Their research reveals the peculiarities of strategic compatibility, cooperation and collective influence of the European higher education system on societal changes [16]. The authors highlight the concept of "strategic compati bility assessment".…”

“…Brown M. E., Rizzuto T., and Singh P. argue that the high er education system best solves complex social problems only when solutions are achieved by the joint efforts of higher edu cation institutions. An interuniversity partnership is sustain able and efficient when relations between universities are gov erned by the command and control structure of the Ministry of Education [16].…”

“…Brown M. E., Rizzuto T., and Singh P. developed an ap proach to identifying and forming mutually compatible coop eration between the organizations responsible for sustainable development and prosperity of society. The proposed approach allows improving the higher education governance model based on feedback from the changing European society [16].…”