000 04335nam a22005295i 4500
001 978-90-481-8547-4
003 DE-He213
005 20140220084600.0
007 cr nn 008mamaa
008 100327s2010 ne | s |||| 0|eng d
020 _a9789048185474
_9978-90-481-8547-4
024 7 _a10.1007/978-90-481-8547-4
_2doi
050 4 _aHD28-70
072 7 _aKJU
_2bicssc
072 7 _aBUS063000
_2bisacsh
082 0 4 _a658.1
_223
100 1 _aSeitanidi, Maria May.
_eauthor.
245 1 4 _aThe Politics of Partnerships
_h[electronic resource] :
_bA Critical Examination of Nonprofit-Business Partnerships /
_cby Maria May Seitanidi.
264 1 _aDordrecht :
_bSpringer Netherlands,
_c2010.
300 _aXXVIII, 187p.
_bonline resource.
336 _atext
_btxt
_2rdacontent
337 _acomputer
_bc
_2rdamedia
338 _aonline resource
_bcr
_2rdacarrier
347 _atext file
_bPDF
_2rda
505 0 _aThe Partnership Society -- A Framework for the Analysis of Partnerships -- Stage One: Partnership Formation -- Stage Two: Partnership Implementation -- Stage Three: Partnership Outcomes -- Reclaiming Responsibilities.
520 _aThe widespread partnering phenomenon in the US and the UK spurred a significant amount of literature focusing on its strategic use. The Politics of Partnerships diverges by examining if partnerships can deliver benefits that extend beyond the organisational to the societal level resulting from the intentional combined efforts of the partners. The book offers under the chronological stages of formation, implementation, outcomes a critical examination and proposes a holistic framework for the study of partnerships allowing for observations beyond any single stage. ‘Finally! Seitanidi has given us a map to navigate the brave new world of partnerships. Discussions of nonprofit-business partnerships have had too much rhetoric and too little reality. Seitanidi abandons happy talk and digs into the truth. The striking contribution of The Politics of Partnerships is the toolbox of concepts it gives us for making sense of nonprofit-business partnerships’ Thomas Donaldson, Mark O. Winkelman Professor, Wharton School, University of Pennsylvania ‘The Politics of Partnerships gives us a much-needed reality check highlighting the strengths and weaknesses of cross-sector collaborations in a world where boundaries seem to be fast disappearing. It provides significant new insights based in rich in-depth cases into what Seitanidi calls the ‘overt functional conflict,’ or the specific kinds of conflicts that partners in different sectors can run into. If you are interested in collaborations, this book is a must read.’ Sandra Waddock, Galligan Chair of Strategy, Professor of Management, Boston College ‘Despite large interest in the possible role of partnerships in organizational strategies, empirical evidence that considers the complexity of the formation, implementation and outcomes is scarce. Through in-depth analysis in comparative perspective, this timely book provides much food for thought suggesting cooperation can also be accompanied by conflict.’ Prof.dr. Ans Kolk, University of Amsterdam Business School ‘Seitanidi's book is a valuable asset for the leaders of business and non-profits, revealing the complexities in partnerships and building a framework for the successful implementation of collaborative models - an imperative within our increasingly globalized world.’ Hans Ulrich Maerki, Senior Fellow of Advanced Leadership, Harvard University (retired Chairman of IBM Europe Middle East Africa)
650 0 _aEconomics.
650 0 _aEthics.
650 0 _aEnvironmental management.
650 0 _aSustainable development.
650 0 _aSocial policy.
650 0 _aBusiness planning.
650 0 _aSociology.
650 1 4 _aEconomics/Management Science.
650 2 4 _aOrganization/Planning.
650 2 4 _aSociology.
650 2 4 _aSocial Policy.
650 2 4 _aSustainable Development.
650 2 4 _aEnvironmental Management.
650 2 4 _aEthics.
710 2 _aSpringerLink (Online service)
773 0 _tSpringer eBooks
776 0 8 _iPrinted edition:
_z9789048185467
856 4 0 _uhttp://dx.doi.org/10.1007/978-90-481-8547-4
912 _aZDB-2-SBE
999 _c113482
_d113482