Value Creation from Strategic Partnerships between Companies and NGOs

Nielsen, Louise Helene; Neergaard, Peter

doi:10.1108/s2043-052320180000014001

Cited by 5 publications

(5 citation statements)

References 21 publications

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“…Based on the recent literature on the rudiments that might hinder strategic alliances in building industry among developing countries (Holt, Love and Li, (2000); Yi Wei, (2007); Andersson and Görgulu, (2014);Zamir, Sahar and Zafar, (2014); and Nielsen and Neergaard, (2018)). It is clear that there are some reflections that stand out, which is the challenge in choosing the right partner when entry into strategic alliance (John, 2011).…”

Section: Some Barriers Facing Strategic Alliancementioning

confidence: 99%

“…In most of the developing countries, SA method of procurement operates in the construction industry through companies working together to increase their complementary capacity to execute heavy, complex and risky (Ngowi, 2007). As stated by Nielsen and Neergaard (2018), SA occurs mostly in some cases where costs/risks are too high to become feasible for a company to bear. Furthermore, inter-organization partnership, such as SA has become essential tools for business administration in the building sector, particularly in dynamic and rapidly changing environments and, in enhancing competitiveness ability of companies.…”

Section: Introductionmentioning

confidence: 99%

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Strategic Alliance in the Construction Industry: Barriers Facing Its Implementation in an Emerging Market

Bodunde

Akinrata

Oke

et al. 2020

JCPMI

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Construction firms over the world involve in Strategy Alliance (SA) in order to achieve efficient time-cost-quality relationship during construction process through knowledge sharing, team culture and risk management with one another. Despite the numerous benefits gained, there are still various barriers facing it in the developing world. This paper is aimed at analysing the current level of awareness and barrier facing SA procurement method in the building industry in an emerging market (EM) using Nigeria as a case study, to profound future steps in avoiding these barriers and to encourage maximum implementation in the construction industry. A survey design was employed in evaluating the level of awareness of SA and barriers facing its adoption in building industry. Construction professionals in Nigeria were examined through a well-structured questionnaire. Mean Item Score and Factor Analysis were utilized in evaluating data gathered on the current barriers to SA procurement method in the construction industry. It was revealed from the study that the awareness level of SA procurement method within the industry amongst construction professionals is moderately high. This indicates that the barrier facing SA procurement method is not the issue of awareness but of willingness to adopt it. It was also established from the study that fear and trust issue, lack of strategic planning toward alliance, inadequate knowledge about alliance and, different in cultural values were the major component barriers facing strategic alliance procurement method. The study shows the true reflection of the current barriers facing the adoption of SA procurement methods in the developing country and notable points in this study can be largely recommended to promote strategic alliance partnership among construction firms the Nigerian construction industry and other emerging economy countries were building projects are carried out in the same approach, style and method.

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Section: Some Barriers Facing Strategic Alliancementioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Strategic Alliance in the Construction Industry: Barriers Facing Its Implementation in an Emerging Market

Bodunde

Akinrata

Oke

et al. 2020

JCPMI

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“…Kunci penting dalam memastikan faktor kemitraan benar-benar dapat menunjang keberlanjutan organisasi adalah menjaga kejujuran antar mitra dan menemukan mitra yang memiliki visi dan misi yang selaras. Visi bersama antara para pemangku kepentingan tidak dapat disangkal sebagai faktor kunci sukses sebuah kemitraan dalam mencapai keberlanjutan organisasi (Dogar, 2017;Nielsen & Neergaard, 2018).…”

Section: Hasil Dan Pembahasanunclassified

Faktor Kunci Keberlanjutan Organisasi Nirlaba di Bali

Andhityawati,

Darma

2022

JMB

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The COVID-19 pandemic that has lasted since 2019 until now has created an uncertainty for every individual and organization around the world with an emphasis on the very strong economic impact that has led to a global recession. Uncertainty has placed nonprofits in an increasingly competitive environment. The importance of the existence of nonprofits requires that the organization needs to ensure its sustainability through proper planning and implementation of strategies. This study uses a qualitative approach. Interviews and observations were conducted to collect the data. Data reduction and coding was done to analyse all findings. Key factors influencing the sustainability include the existence of financial management in accordance with non-profit best practices; diversity of funding sources; good and well-maintained relationship management with donors; beneficiaries involvement thoroughout the project, the existence of wide and diverse partnerships and networks; the existence of advocacy efforts; the existence of vision, mission, and organizational values that are understood by all parties involved, leadership factors that are in accordance with organization character; the existence of project management; creative and innovative organizational marketing factors. A deep and thorough understanding of all these key factors will support the organization's ability to develop its sustainability strategy during this pandemic.

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“…Health NGOs have been pivotal in promoting population health, social development, and universal access to health services. However, NGOs continue to face various challenges due to limited institutional capacities, reduced government support, weak regulatory systems, changes in traditional philanthropy, and diminishing resources that hinder their performance (Nielsen & Neergaard, 2018). This study provided in-depth insights into the role played by the definition of organizational purpose on organizational performance and hence could guide policymaking in the NGO sector.…”

Section: Introductionmentioning

confidence: 99%

Organizational Purpose and Performance of National Health Non-Governmental Organizations in Kenya

Michael Ngui Kawiti,

Dr. Juliana M. Namada, PhD

2022

Kabarak j. res. innov.

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The purpose of this study was to assess the influence of defining organizational purpose on the organizational performance of national health non-governmental organizations (NGOs) in Kenya. The study utilized positivism research philosophy and cross-sectional research design. The target population of the study was 564 chief executive officers (CEOs) and program directors of 282 national NGOs registered with the NGO coordination board. A sample size of 234 was selected using a random stratified sampling technique. Data collection was through a structured questionnaire while inferential and descriptive statistical techniques were used for data analysis. Structural equation modelling (SEM) was applied to test and explain the study hypothesis. Statistical package for social sciences (SPSS) Version 26 and Analysis of Moment Structures (AMOS) version 26 software were used for the analysis. The study findings determined that defining organizational purpose had a statistically significant positive influence on organizational performance of national health NGOs in Kenya (r squared = 0.41, beta = 0.642, CR = 7.534, p < 0.05). The study concludes that defining organizational purpose is vital for the organizational performance of national health NGOs in Kenya. The study hence recommends to the top management of national health NGOs in Kenya to clearly articulate the purpose of their organizations thus making employees and managers satisfied and committed to its achievement.

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Value Creation from Strategic Partnerships between Companies and NGOs

Cited by 5 publications

References 21 publications

Strategic Alliance in the Construction Industry: Barriers Facing Its Implementation in an Emerging Market

Strategic Alliance in the Construction Industry: Barriers Facing Its Implementation in an Emerging Market

Faktor Kunci Keberlanjutan Organisasi Nirlaba di Bali

Organizational Purpose and Performance of National Health Non-Governmental Organizations in Kenya

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