Document Type
Article
Publication Date
12-1-2006
Abstract
What are the critical elements contributing to successful collaboration among non- government organizations working together to tackle wicked social problems in super stressed environments? What role does the funder play in aiding the success of such collaborative endeavours? We used a combination of collaborative theory gathered primarily from research conducted in the developed world among both for profit and not for profit entities, together with practitioner observations to examine two different possible sets of influencers on the performance of collaborative projects: the dynamic among the collaborating partners expressed in terms of role clarity, conflict management and interorganizational trust – as well as the impact of the support and control provided by the funder. The dimensions of formalization, centralization and complexity were added to create a mediated model that extended the limited body of work on how structure influences collaboration. Using data collected from NGOs involved in the HIV/AIDS struggle in South Africa and their funders (both local and international), we found that collaboration in this environment is more art than science and that the conventional wisdom of the developed world may not be readily transferable. Funders interested in being part of collaborative projects that deliver on their stated objectives should seek opportunities where they can act as the dominant financial resource for the project, and in addition, must be thoughtful in selecting the right mix of controls and non-financial supports given that the formal controls they typically impose do not appear to lead to enhanced collaborative performance. Within the collaboration, the ability to resolve conflict constructively is of critical importance, as is the ability to differentiate between activity and meaningful inter-partner engagement. Additional work is required to provide definitive guidance with regard to the impact of structure, but early indications are that collaboration leaders need to pay careful attention to the dimensions of centralization and formalization, since both appear to have a non-linear relationship with collaboration performance.
Keywords
non-governmental organizations--management, interorganizational relations, NGO, collaboration, super-stressed societies, wicked problems, funders, collaboration structure, funder controls, funder supports, role clarity, interorganizational trust, conflict management, collaborative behavior, collaborative performance
Rights
© The Author(s). Kelvin Smith Library provides access for non-commercial, personal, or research use only. All other use, including but not limited to commercial or scholarly reproductions, redistribution, publication or transmission, whether by electronic means or otherwise, without prior written permission is strictly prohibited.
Department/Center
Design & Innovation
Recommended Citation
Cooke-Lauder, Jane, "Social Change - Making the Improbable Possible Through Collaboration: A Framework for Examining the Influence of Funders on Collaboration Performance" (2006). Student Scholarship. 386.
https://commons.case.edu/studentworks/386