Collaboration Between Businesses and Social Service Nonprofits as Organized Anarchy: The Insider Perspective

Abstract

ABSTRACT The literature on the collaboration between businesses and Social Service Nonprofits (SSNs) emphasizes the importance of strategic management, based on joint governance and rational decision-making. This article presents a multiple case study analysis of four cross-sector collaborations, between for-profit business organizations and SSNs. The study examined the dynamics of interorganizational collaborations and their management in different stages of the collaboration. Data were collected from 36 in-depth interviews with key players from both organization types. The findings revealed that collaborations were based mainly on non-systematic decision-making and sporadic oral communication, with high participant turnover. Strategic planning was mostly absent, as were attempts to institutionalize administrative processes and procedures, form a new type of governance, and conclude formal agreements. An “organized anarchy” model is proposed to analyze the relations between the organizations and their operations during the collaboration period. Implications for future business-SSN collaborations and for collaboration management are presented and discussed.