Evaluating the Role of Government Collaboration in the Perceived Performance of Community-Based Nonprofits: Three Propositions

The topic of government-nonprofit collaboration continues to be much-discussed in the literature. However, there has been little consensus on whether and how collaborating with government is beneficial for the performance of community-based nonprofits. This article examines three dominant theoretical interpretations of the relationship between collaboration and performance: collaboration is necessary for the performance of nonprofits; the absence of collaboration is necessary for the performance of nonprofits; and the effect of collaboration is contingent on the nonprofits’ bridging and bonding network ties. Building on the ideas of governance, nonprofit, and social capital in their respective literature, this article uses set-theoretic methods (fsQCA) to conceptualize and test their relationship. Results show the pivotal role of the nonprofit’s network ties in mitigating the effects of either collaborating or abstaining from collaborating with government. Particularly, the political network ties of nonprofits are crucial to explaining the relationship between collaboration and performance. The evidence demonstrates the value of studying collaboration processes in context.

Do U.S. Faith-Based Social Service Organizations Resist Collaboration? Examining the Role of Religiosity and Operational Capacity in Interorganizational Partnerships

Although nonprofit collaboration is commonplace, recent research suggests that faith-based organizations (FBOs) are less likely to collaborate than other nonprofits. This study builds on prior FBO, collaboration, and nonprofit capacity research to examine the influence of religiosity and operational capacity on FBOs’ within- and cross-sector partnerships. Findings from a survey with 197 FBOs across the United States reveal a complex picture of how religiosity and operational capacity influence FBO collaboration. More specifically, staff religiosity was positively related to cross-sector partnerships. Service religiosity (i.e., religious elements in staff–client interactions) was negatively associated with collaboration with government agencies. Results also indicated that FBOs with higher operational capacity had more partners in the nonprofit, business, and public sectors. These findings suggest that FBOs generally lack the operational capacity for collaboration and that service religiosity creates additional barriers to it. This article concludes with implications for research in FBOs, interorganizational collaboration, and nonprofit capacity.

Public–Nonprofit Collaboration in Homeless Services: Are Nonprofit-Led Networks More Effective in Winning Federal Funding?

Does the nonprofit leadership have an impact on the performance of collaborative networks? This article examines the degree to which nonprofit-led network and other governance characteristics matter in explaining the performance of network achieving federal funding. Specifically, we hypothesize that networks led by nonprofit organizations may achieve more funding and project award than those led by government organizations. Using data from a national survey of local homeless service networks, we find that contrary to the hypothesized expectations, networks led by nonprofits are less successful in federal funding and project award than networks led by government organizations.

Examining Collaboration Among Nonprofit Organizations for Social Responsibility Programs

Nonprofit organizations (NPOs) increasingly implement socially responsible programs to address their responsibilities toward society. Although collaborations are a valuable means to tackle complex social issues, NPOs also similarly collaborate with other NPOs for delivering socially responsible programs. However, the motivations driving NPOs to collaborate with likeminded organizations for socially responsible programs remain unclear. Using a single embedded in-depth case study research design, our purpose is to examine the formation of collaborations among sport federations and sport clubs for socially responsible programs. Reflecting the interplay between resource-based view and institutional perspectives, our findings intrinsically indicate that partners demonstrate similarity in their motivations to collaborate due to their organizational fit, but with some key differences in the complementary resources they seek. Organizational legitimacy and resource exchange needs for socially responsible programs are driving the collaboration rather than organizational survival needs. The potential to create social value makes this nonprofit collaboration form unique.