Exploring partnerships between nonprofit organisations in New Zealand

<p>Nonprofit partnership with government and with business is well documented in the literature. However partnership between nonprofit organisations has largely been ignored. This research focuses on such New Zealand partnerships. It investigates three aspects of partnership: the reasons why organisations partner, the resources they allocate to those partnerships, and the competencies used by the people managing the partnerships. How these three partnership aspects influence each other and the effect of that on the partnerships is also explored. The study focuses on the ‘partnership’ rather than the ‘co-existence’ end of Craig and Courtney’s (2004) continuum where elements such as working from agreed values, sharing resources and decision making, and developing systems to support the partnership will be evident. Two partnerships were selected as case studies. Data came from semi-structured interviews with seven participants from five partner organisations. The literature provided a framework for analysing the interview data in relation to the three aspects of partnership. This framework led to the identification of four new motivational factors, two new resource allocations and two new competencies. The literature also provided six theories that help explain partnership motivations. In addition to the three aspects (motivation, resources, and competencies) of partnership, it became clear that these things made a difference: · the term used to describe what they were doing – collaboration or partnership, · the context, · the presence of trust and goodwill, · voluntary participation in partnership, and · the level of formality. The findings demonstrated that the motivation to partner at all was the most important of the three aspects of partnership. It influenced resource allocations and the competencies used by partnership managers. Resource allocations did not influence the motivation to partner but influenced the competencies used by the partnership managers. And the competencies used by the partnership managers influenced the resources allocated by organisations but generally did not influence the motivation to partner. The findings add to our knowledge about nonprofit-nonprofit partnership and will help people to plan partnerships. I also propose five areas for further research: · factors that influence formality, · factors that prevent nonprofit partnership, · role of competencies in motivating partnership, · quantity of resources and the impact on outcomes, and · ownership of intellectual property.</p>

Exploring partnerships between nonprofit organisations in New Zealand

<p>Nonprofit partnership with government and with business is well documented in the literature. However partnership between nonprofit organisations has largely been ignored. This research focuses on such New Zealand partnerships. It investigates three aspects of partnership: the reasons why organisations partner, the resources they allocate to those partnerships, and the competencies used by the people managing the partnerships. How these three partnership aspects influence each other and the effect of that on the partnerships is also explored. The study focuses on the ‘partnership’ rather than the ‘co-existence’ end of Craig and Courtney’s (2004) continuum where elements such as working from agreed values, sharing resources and decision making, and developing systems to support the partnership will be evident. Two partnerships were selected as case studies. Data came from semi-structured interviews with seven participants from five partner organisations. The literature provided a framework for analysing the interview data in relation to the three aspects of partnership. This framework led to the identification of four new motivational factors, two new resource allocations and two new competencies. The literature also provided six theories that help explain partnership motivations. In addition to the three aspects (motivation, resources, and competencies) of partnership, it became clear that these things made a difference: · the term used to describe what they were doing – collaboration or partnership, · the context, · the presence of trust and goodwill, · voluntary participation in partnership, and · the level of formality. The findings demonstrated that the motivation to partner at all was the most important of the three aspects of partnership. It influenced resource allocations and the competencies used by partnership managers. Resource allocations did not influence the motivation to partner but influenced the competencies used by the partnership managers. And the competencies used by the partnership managers influenced the resources allocated by organisations but generally did not influence the motivation to partner. The findings add to our knowledge about nonprofit-nonprofit partnership and will help people to plan partnerships. I also propose five areas for further research: · factors that influence formality, · factors that prevent nonprofit partnership, · role of competencies in motivating partnership, · quantity of resources and the impact on outcomes, and · ownership of intellectual property.</p>

Timberland and the Smallholder Farmers Alliance

Timberland designs, manufactures and sells footwear, clothes, and accessories for the outdoor. It is a good example of a business–nonprofit partnership. It has partnered with a Haitian non-profit organization, the Smallholder Farmers Alliance, with a view to creating a new supply chain to reintroduce organic Haitian-grown cotton and incentivize farmers to plant trees. From the start of the programme in 2010 it has grown to more than six thousand members in three thousand farms. It is an illustration of the results that can be achieved on the back of a strong understanding of the specific needs of farmers in a particular locality.

Accounting aspects of participation of an agricultural organization in a non-commercial partnership

The activities of non-profit associations of agricultural producers, organizations of the processing industry, as well as other legal entities operating in the agro-industrial complex, are of increasing importance in the development of the agricultural sector, both in Russia and in foreign countries. The interest of state bodies in the development and strengthening of the role of such forms of non-commercial cooperation is due to the fact that they help to find out the problems and opinions of agricultural producers directly on key issues of the development of the agricultural economy. In this connection, industry unions and associations are increasingly involved in the discussion of legislative initiatives of the ministries and departments of the Russian Federation. The participation of agricultural organizations in nonprofit industrial unions helps them build relationships with partners, enter the market, uphold their interests in relations with state and other structures, influence and participate in the ongoing agricultural policy. A significant impact on the organization of accounting for participation in non-profit partnerships is the knowledge of the legal framework of non-profit partnerships, as well as the rights and obligations of its participants (founders). In this regard, the legal basis for participation in a nonprofit partnership has been studied both from the position of the founding member of a nonprofit organization and from the position of its members. Proposals have been developed for reflecting in the accounting records of the contributions of the founder of a nonprofit organization when creating the property basis of a non-profit partnership, the features of accounting for entrance and membership fees of participants in a non-profit partnership are studied. It is proposed to use the sub-account “Settlements on contributions to NPOs” to account 76 “Settlements with various debtors and creditors”; The legal assessment of the reflection in the account of the return of funds to participating organizations due to the termination of membership in a non-profit partnership is given.

Snuggling Together or Exploring Options? A Multilevel Analysis of Nonprofit Partnership Formation and Evolution in an Unstable Institutional Context

What predicts the formation and evolution of partnerships in unstable institutional contexts? We answer this question by examining the partnership field of environmental nonprofit organizations based in Lebanon. Employing descriptive and inferential network methods, we find organizational attributes such as scope, operations, and age to be significant predictors of partnership formation. In particular, organizations working in the same issue areas are more likely to partner with each other; age and scope complementarity also drives the partnership formation over time. Furthermore, the results reveal that organizations are more likely to form partnerships with their partners’ partners, and consequently stable clusters or subgroups emerge over time. These findings are suggestive but are the first to provide a multilevel analysis of nonprofit partnership formation and evolution.

Does the CSR Message Matter? Untangling the Relationship Between Corporate–Nonprofit Partnerships, Created Fit Messages, and Activist Evaluations

This study unpacks the complex relationship between corporate–nonprofit partnerships, corporate social responsibility (CSR) communication, and stakeholder evaluations of fit. We move beyond the fundamental question of whether partner fit matters to questions about what types of messages matter, under what conditions, and to whom. We conducted an online experiment ( N = 966) to test created fit messages’ ability to influence stakeholder perceptions of corporate–nonprofit partnership fit. Grounded in the symbiotic sustainability model, we find that created fit messaging results in stakeholders having more favorable evaluations of corporate–nonprofit partnership fit. However, we also identify differences in the effectiveness of created fit messaging across potential partnerships. In addition, we find, beyond message type and level of partner congruity, the degree of CSR activism influences stakeholders’ responses to created fit messaging in counterintuitive ways.