"It basically is a fairly loose arrangement ... and that works out fine, really." Analysing the Dynamics of an Interorganisational Partnership
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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Volume (Year): 9 (2006)
Issue (Month): 3 (November)
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- 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, March.
- Nooteboom, B. & Berger, H. & Noorderhaven, N.G., 1997. "Effects of trust and governance on relational risk," Other publications TiSEM 8e83932e-064c-40e8-afe7-4, Tilburg University, School of Economics and Management.
- 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.
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