This study investigates the processes underlying how business and nonprofit partnerships form. The authors identify the challenges faced by managers at each stage of partnership implementation. Based on their findings, they propose a partnership test that managers can use to evaluate the implementation effectiveness of a partnership.
This paper highlights how managers form effective partnerships between business, government and non-profits to address social issues. Successful partnerships create a shared vision by focusing on common interests.
While most organizations approach community engagement in a 'transactional' way, the greatest value and competitive advantage is derived from more relational forms of engagement, which is harder to imitate.