The social processes of interorganizational collaboration and conflict in nonprofit organizations

Tsasis, Peter

doi:10.1002/nml.238

Cited by 70 publications

(82 citation statements)

References 32 publications

(24 reference statements)

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“…Hudson et al (1999) supported the existence of this tension through encouraging collaborative parties to recognise where interdependence is appropriate and respect where independence is warranted. Tsasis (2009) also proposed that a balance between autonomy and dependence is required for effective collaboration.…”

Section: Discussionmentioning

confidence: 99%

Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context

Roberts

Wyk

Dhanpat

2017

SA j. hum. resour. manag.

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Orientation: Collaboration is deemed important in today’s connected and complex business environment. People’s ability to collaborate with each other in organisations is becoming a business imperative. This study focuses on a valid measurement of collaboration within organisations.Research purpose: Thomson, Perry and Miller (2007) developed a collaboration measurement instrument in the United States. The aim of this study was to validate this instrument for a South African context.Motivation for the study: South African organisations face unique challenges that require optimal use of resources to improve business results. Effective collaboration is considered a powerful strategy to achieve this. Measuring the extent of collaboration can help to identify required changes in business practices. As far as could be established, there is no evidence of collaboration instruments developed and validated in South Africa.Research design, approach and method: Additional items were designed for further development of the Thomson, Perry and Miller (2007) Collaboration Instrument sub-scales, as suggested by the authors. The revised questionnaire consisting of 31 (17 existing, 14 new) items was distributed electronically to 4200 employees in two organisations, with 343 valid responses received. Reliability and construct validity were tested, as was convergent validity of the norms factor with the Trust in Teams Scale.Main findings: The results of the study support a four-factor, 29-item model of collaboration when applied to a South African sample. Cronbach’s alpha ranged between 0.85 and 0.95. Confirmatory Factor Analysis fits were at an acceptable level. Convergent validity showed a moderate fit with the data.Practical/managerial implications: South African managers and human resources practitioners can utilise results to foster a collaborative environment.Contribution/value-add: This study builds on the theoretical concept of collaboration as defined by Thomson, Perry and Miller (2007).

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Section: Discussionmentioning

confidence: 99%

Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context

Roberts

Wyk

Dhanpat

2017

SA j. hum. resour. manag.

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“…Trust is built up gradually, through long-term commitment, further increasing collaborative effectiveness (Percy 2010). Tsasis (2009) found that partner organisations that did not have a clear and consistent direction were experienced as untrustworthy. This is because a relationship that had started as complementary could change into becoming competitive.…”

Section: Barriers In the Interpersonal Domainmentioning

confidence: 98%

Barriers to inter-organisational collaboration amongst performing arts organisations in South Africa

Mishan

Prangley

2014

South African Theatre Journal

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There is significant financial pressure on the performing arts sector in South Africa. Demand for the performing arts sector needs to grow if this is to change. This requires inter-organisational collaboration. This study explores, through a grounded qualitative approach, the barriers to interorganisational collaboration amongst performing arts organisations (PAOs) in South Africa, as seen through the experience of strategic leaders in the sector. These included views from commercial producers, theatres, festival and independent companies, and performing arts promoters. These organisations were professionally run with paid staff. The findings are then compared with the emerging literature in the field, conclusions drawn and recommendations made. Barriers identified include personal pride, artistic ideology, the survivalist reality, fragmented audiences and lack of support from government. The contextual complex-ity of South African post-apartheid society also acts as a barrier to collaboration. Ideas from the literature for overcoming these barriers are included. For practitioners, the problem of inter-organisational collaboration in the performing arts was identified. It appears as if inter-organisational collaboration (as a means of stimulating primary demand) is constrained when the financial pressures on a sector are so great as to push organisations into a corner. For academics, this study makes a contribution to the literature that is part of a broader relational and 'shared-power' turn in leadership studies, where collective action is increasingly required. The strong importance of contextual barriers confirms the call for an increased 'field-level' analysis.

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“…A growing body of research suggests a potential dark side to nonprofit collaboration (Brinkerhoff and Brinkerhoff 2002;Galaskiewicz and Colman 2006;Gazley and Brudney 2007;La Piana and Hayes 2005;Schwartz 2001;Vangen and Huxham 2005), but most of this work focuses on the costs of collaboration as they impact individual organizations-their management (Selden et al 2006;Thomson and Perry 2006), their objectives (Eikenberry and Kluver 2004;Schwartz 2001), their viability (Guo and Acar 2005), their culture (Tsasis 2009), and the various characteristics of collaboration across sector lines (Park 2008;Gazley 2008;Guo 2007;Shaw 2003;Gazley and Brudney 2007). In contrast, we question the impact of an increasingly collaborative environment on the broader achievement of social objectives in society.…”

Section: Introductionmentioning

confidence: 98%

Nonprofit Collaboration and the Resurrection of Market Failure: How a Resource-Sharing Environment Can Suppress Social Objectives

Witesman

Heiss

2016

Voluntas

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Collaboration and its promotion by funders continue to accelerate. Although research has identified significant transaction costs associated with collaboration, little empirical work has examined the broader, societal-level economic outcomes of a resource-sharing environment. Does an environment that encourages collaboration shift our focus toward certain types of social objectives and away from others? This paper uses agent-based Monte Carlo simulation to demonstrate that collaboration is particularly useful when resources are rare but a social objective is commonly held. However, collaboration can lead to bad outcomes when the objective is not commonly shared; in such cases, markets outperform collaborative arrangements. These findings suggest that encouraging a resourcesharing environment can lead to inefficiencies even worse than market failure. We also demonstrate that failure to account for transaction costs when prescribing collaboration can result in quantifiably lower outcome levels than expected.

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The social processes of interorganizational collaboration and conflict in nonprofit organizations

Abstract: This article takes a qualitative approach to research in advanc-

Cited by 70 publications

References 32 publications

Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context

Validation of the Thomson, Perry and Miller (2007) Collaboration Instrument in the South African context

Barriers to inter-organisational collaboration amongst performing arts organisations in South Africa

Nonprofit Collaboration and the Resurrection of Market Failure: How a Resource-Sharing Environment Can Suppress Social Objectives

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