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"It basically is a fairly loose arrangement ... and that works out fine, really." Analysing the Dynamics of an Interorganisational Partnership

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  • Shaw, Sally
  • Allen, Justine B.
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    Abstract

    The purpose of this research was to examine the dynamics of a sport development partnership among three nonprofit organisations. Data were collected through interviews with key partnership personnel, as well as documentary analysis of reports. We utilised Frisby, Thibault, and Kikulis' (2004) framework to organise our discussion, focusing on managerial structures and processes. Within management structures, we analysed dynamics of formal communication and intensity of partnership management. The dynamics of informal communication, trust, conflict, and competing agendas were analysed as managerial processes. This analysis, along with our examination of the multiple links among these dynamics, deepens our understanding of the complexities of partnerships in sport delivery and extends Frisby et al.'s (2004) framework. The research process also represented a collaboration with partnership members, highlighting the usefulness of conducting research with practitioners, rather than imposing research findings on them. Areas for further research are discussed.

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    File URL: http://www.sciencedirect.com/science/article/pii/S1441352306700262
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    Bibliographic Info

    Article provided by Elsevier in its journal Sport Management Review.

    Volume (Year): 9 (2006)
    Issue (Month): 3 (November)
    Pages: 203-228

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    Handle: RePEc:eee:spomar:v:9:y:2006:i:3:p:203-228

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    Related research

    Keywords: partnership dynamics nonprofit New Zealand;

    References

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    Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
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    1. Fink, Janet S. & Pastore, Donna L. & Riemer, Harold A., 2003. "Managing Employee Diversity: Perceived Practices and Organisational Outcomes in NCAA Division III Athletic Departments," Sport Management Review, Elsevier, vol. 6(2), pages 147-168, November.
    2. Nooteboom, B. & Berger, H. & Noorderhaven, N.G., 1997. "Effects of trust and governance on relational risk," Open Access publications from Tilburg University urn:nbn:nl:ui:12-73834, Tilburg University.
    3. Cynthia Hardy & Nelson Phillips & Thomas B. Lawrence, 2003. "Resources, Knowledge and Influence: The Organizational Effects of Interorganizational Collaboration," Journal of Management Studies, Wiley Blackwell, vol. 40(2), pages 321-347, 03.
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    Cited by:
    1. Ferkins, Lesley & Shilbury, David, 2010. "Developing board strategic capability in sport organisations: The national-regional governing relationship," Sport Management Review, Elsevier, vol. 13(3), pages 235-254, August.

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