Managing dualities in a collaborative non-profit network
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Authors
Baker, E.
Kan, M.
Onyx, J.
Teo, Stephen
Date
2009Type
Journal Article
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Baker, E. and Kan, M. and Onyx, J. and Teo, S. 2009. Managing dualities in a collaborative non-profit network. Third Sector Review. 15 (1): pp. 101-114.
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Third Sector Review
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Abstract
Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this paper; we propose that there are five dualities that are central to understanding effective management within non-profit networks. These dualities relate to governance, performance, values, employees and leadership. We draw upon the relevant literature as well as the findings of a case study conducted over a two-year period. The case study tracked the implementation of two interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities.
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