Managing dualities in a collaborative non-profit network

Australian and New Zealand Third Sector Research Limited
Publication Type:
Journal Article
Third Sector Review, 2009, 15 (1), pp. 101 - 114
Issue Date:
Full metadata record
Files in This Item:
Filename Description SizeFormat
2009001211OK.pdf663.76 kBAdobe PDF
Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this papet; 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 oftwo interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities.
Please use this identifier to cite or link to this item: