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The social processes of interorganizational collaboration and conflict in nonprofit organizations
Author(s) -
Tsasis Peter
Publication year - 2009
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.238
Subject(s) - autonomy , interpersonal communication , value (mathematics) , perception , interpersonal relationship , public relations , personality , process (computing) , social psychology , business , psychology , sociology , political science , machine learning , neuroscience , computer science , law , operating system
This article takes a qualitative approach to research in advancing knowledge of the social process by which interorganizational relationships are established and nurtured in nonprofit organizations. The findings reveal that a balance of dependence and autonomy is needed for initiating interorganizational relationships. These relationships are stabilized at the interpersonal level through positive attributes (attitudes, perceptions, and trust) and interpersonal ties of individuals representing their organizations. Sources of conflict, such as value differences, divergent goals, and personality clashes, also influence the working relationships of these organizations.