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

José Nederhand

doi:10.1093/jopart/muaa059

José Nederhand

Open Access

https://doi.org/10.1093/jopart/muaa059

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Abstract

Abstract 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.

Highlights

Nonprofits—such as associations, trusts, and cooperatives—play an essential role in providing local community services (Marwell 2004; Milward and Provan 2000)
The first configuration consists of the combination of no collaboration and political network ties (~collaborative activity (CA) × PN)
The analysis shows that the combination of bridging political and bonding community network ties (PN × CN) is sufficient for perceived performance legitimacy

Summary

Introduction

Nonprofits—such as associations, trusts, and cooperatives—play an essential role in providing local community services (Marwell 2004; Milward and Provan 2000). They offer homeless people shelter, give extra food to the poor, or provide extra services to their community. We mean the process by which organizations with a stake in a problem seek a mutually determined solution (see Sink 1998) In this collaborative process, government and nonprofit organizations pursue joint objectives by sharing information, exchanging resources, and developing joint activities (Bryson, Crosby, and Stone 2016; Gazley 2008).

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