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    Managing dualities in a collaborative non-profit network

    Access Status
    Fulltext not available
    Authors
    Baker, E.
    Kan, M.
    Onyx, J.
    Teo, Stephen
    Date
    2009
    Type
    Journal Article
    
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    Citation
    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.
    Source Title
    Third Sector Review
    ISSN
    1323-9163
    URI
    http://hdl.handle.net/20.500.11937/24242
    Collection
    • Curtin Research Publications
    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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