Relational Management Mechanisms for Strategic Alliances Among Nonprofit Organizations

Abstract

This study employs a qualitative multiple-case study to explore relational management mechanisms for strategic nonprofit alliances (NPAs) formed by at least 3 nonprofit organizations by examining collaborative relationships among farmers associations in Taiwan. We explore these mechanisms by analyzing case data from four strategic cooperation characteristics, which can best explain NPAs. To effectively sustain partnerships, our findings suggest that an NPA applies acceptable collaborative rules and regulations, common standard procedures, symmetric information and communication, and capability building and corrective measures when cooperation involves high input commonality. The results also suggest empowerment for partners with deeper input commitment to direct decisions on resource distribution and utilization when collaborative ties involve low input measurability. Regarding high output commonality, we advise NPAs to enforce common output quality control, efficient substandard-output treatment, and external incentives as mechanisms to encourage partners for continued commitment. If relationships involve low output measurability, our findings suggest that NPAs heighten partners’ voluntary motivation for the common good, with goal-achievement assessment measures, professional certification by external experts, and acceptable and reasonable benefit-sharing methods