Domesticating the Beast: A "Resource Profile" Framework of Power Relations in Nonprofit–Business Collaboration.
Researchers have addressed the implications of power imbalance for nonprofits engaging in collaborations with businesses. Yet as nonprofit–business collaboration intensifies, nonprofit managers' perceptions of power asymmetry in these relationships remain scantly studied. We argue that investigating...
| Publicado en: | Nonprofit & Voluntary Sector Quarterly Vol. 48; no. 6; pp. 1186 - 1210 |
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| Autores principales: | , |
| Formato: | Artículo |
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Sage Publications Inc.
Dec2019
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| Acceso en línea: | Ver este registro en EBSCOhost |
| fields | @attributes: recordID: 1 pdfLink: plink: https://search.ebscohost.com/login.aspx?direct=true&db=ssf&AN=139505675&site=ehost-live header: @attributes: shortDbName: ssf uiTerm: 139505675 longDbName: Social Sciences Full Text (H.W. Wilson) uiTag: AN controlInfo: bkinfo: jinfo: jid: 08997640 3FJ jtl: Nonprofit & Voluntary Sector Quarterly issn: 08997640 maglogo: Y pubinfo: dt: Dec2019 vid: 48 iid: 6 pid: 344 pub: Sage Publications Inc. artinfo: ui: 139505675 10.1177/0899764019853378 ppf: 1186 ppct: 24 formats: tig: atl: Domesticating the Beast: A "Resource Profile" Framework of Power Relations in Nonprofit–Business Collaboration. aug: au: Bouchard, Mathieu Raufflet, Emmanuel affil: HEC Montréal, Quebec, Canada su: Nongovernmental organizations International cooperation Decision making Domestic animals Computer performance sug: subj: Nongovernmental organizations International cooperation Decision making Domestic animals Live animal merchant wholesalers Computer performance keyword: cross-sector collaboration nonprofit organizations power imbalance resource profile cross-sector collaboration nonprofit organizations power imbalance resource profile ab: Researchers have addressed the implications of power imbalance for nonprofits engaging in collaborations with businesses. Yet as nonprofit–business collaboration intensifies, nonprofit managers' perceptions of power asymmetry in these relationships remain scantly studied. We argue that investigating these perceptions can sharpen the understanding of determinants and processes of power relations from a nonprofit perspective. To do so, we studied nonprofit–business collaboration in a network of international cooperation nongovernmental organizations (NGOs). Based on our findings, we designed a nonprofit-centric "resource profile" framework of power relations in cross-sector collaborations. This framework provides an empirically grounded tool to inform nonprofit managers' decision making as they engage in collaborations with businesses. Based on this framework, we elaborate a set of theoretical propositions to integrate existing knowledge and guide further nonprofit-centric research on power dynamics in cross-sector collaboration. pubtype: Academic Journal doctype: Article src: R language: English refInfo: copyright: @attributes: flag: N holdings: @attributes: islocal: N |
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