Abstract
The article presents a mixed-method study of 15 cross-sector partnerships (CSPs) in human services. The study sought to examine the activities, organizational characteristics, and relationships among organizations from the government, nonprofit, and business sectors at three interrelated stages of the partnership: inputs, processes, and outcomes. The findings indicate that socialization prior to entering CSPs is an important component of building the partnership and attaining its espoused goals. Power struggles inhibit the achievement of goals in CSPs, whereas joint decision making and reaching a consensus contribute to achieving goals and added value in terms of improving the quality of services and clients’ well-being. The article presents insights and highlights the dilemmas that CSPs face with regard to their operation and processes. The implications of these dilemmas for establishing and managing effective CSPs as well as for nonprofit policy are discussed.
| Original language | American English |
|---|---|
| Pages (from-to) | 119S-138S |
| Journal | Nonprofit and Voluntary Sector Quarterly |
| Volume | 47 |
| Issue number | 4_suppl |
| DOIs | |
| State | Published - 1 Aug 2018 |
Bibliographical note
Funding Information:The author(s) disclosed receipt of the following financial support for the research, authorship, and/or publication of this article: The research presented in this article was supported by a grant from the Government–Civil Society Initiative, a joint venture of the Prime Minister’s office; Welfare, Finance, Education, Health, Law, and Absorption Israeli governmental ministries; and the JDC Israel Institute for Leadership and Governance.
Publisher Copyright:
© The Author(s) 2018.
Keywords
- cross-sector partnerships
- human services
- nonprofit