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
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.
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