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Collaboration in foundation grantor‐grantee relationships
Author(s) -
Fairfield Kent D.,
Wing Kennard T.
Publication year - 2008
Publication title -
nonprofit management and leadership
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.844
H-Index - 54
eISSN - 1542-7854
pISSN - 1048-6682
DOI - 10.1002/nml.203
Subject(s) - foundation (evidence) , cognitive reframing , public relations , custodians , work (physics) , exploratory research , sociology , political science , management , psychology , law , social psychology , social science , engineering , economics , mechanical engineering , archaeology , history
Foundations take many forms and wield widespread influence within the nonprofit sector. One aspect of foundations that has received limited research attention is the relationship between the foundation and the grantee. Some authors have encouraged a reframing of this relationship to be more one of equals, where each party brings attributes valuable to the other and where collaboration can germinate and produce more effective philanthropy. This exploratory study suggests that the quality of these relationships varies widely and that it is often difficult to form collaborative ones. It identifies some of the earmarks of fruitful relationships and suggests some ways to replicate those successes. I hate foundation officers—they're all jerks! —Experienced nonprofit executive We care about these [nonprofit] organizations—it is through them that we do our work. —Senior foundation program officer