Managing dualities in a collaborative non-profit network

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.