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Interface Dynamics in Cause-Based Partnerships: An Exploration of Emergent CultureSeattle University
University of Melbourne This article examines the behavioral dynamics at the interface between organizations in strategic partnerships called cause-based partnerships (CBPs). These are partnerships between a corporation and one or more nonprofit organizations that address social meta problems such as environmental sustainability or social-justice challenges. Various a priori differences such as tasks, processes, and organizational cultures are expected to affect outcomes, but this article argues that a key determinant of successful CBP performance is behavioral dynamics at the interface between the partners. This article builds a framework for understanding these behavioral dynamics in terms of an emergent culture. Three scenarios—integration, reculturation, and separation—are described for how participants in CBPs continually negotiate a workable set of cultural practices among them-selves. Examples are basedon interviews with CBP managers. These explorations expand the basis for understanding CBP dynamics beyond those provided by static task, process, or common-culture explanations.
Key Words: collaboration • business/nonprofit partnerships • intercultural issues
Nonprofit and Voluntary Sector Quarterly, Vol. 33, No. 3,
458-488 (2004) This article has been cited by other articles:
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