Employment is critical for refugees’ positive integration into a receiving country. Enabling employment requires cross-sector collaborations, that is, employers collaborating with different stakeholders such as refugees, local employees, other employers, unofficial/official supporters, and authorities. A vital element of cross-sector collaborations is trust, yet the complexity of cross-sector collaborations may challenge the formation and maintenance of trust. Following a theory elaboration approach, this qualitative study with 37 employers and 27 support workers in Germany explores how employers’ experiences in cross-sector collaborations on (...) refugees’ labor market integration affect their trust in other stakeholders in this cross-sector space. Specifically, we explored employers’ perceptions of trust breaches, and how these perceptions affect their further engagement in cross-sector collaborations on refugee integration. Based on our findings, we propose a process model that describes how unmet collaboration expectations and negative assessments of collaborators’ attitudes and behaviors lead to perceived trust breaches which, in turn, lead to employers’ hesitancy to hire refugees and/or to engage in cross-sector collaborations. In doing so, we extend existing theory on trust within organizations to the cross-sector context of refugee integration, uncovering context-specific meanings to trustworthiness dimensions and illustrating how breaches of different trustworthiness dimensions can interact. Moreover, we show how social policies, resources, and trustors’ perceived vulnerability in collaborations shape their risk perceptions. This study highlights the central role of trust for refugee integration and illustrates how missing goals and process clarity endanger sustainable collaborations. (shrink)

Cross-sector social collaborations are increasingly recognised as valuable inter-organizational arrangements that seek to combine the commercial capabilities of private sector companies with the deep knowledge of social and environmental issues enrooted in social sector organizations. In this paper we empirically examine the configurations of conditions that lead to lasting cross-sector social collaboration. Situating our enquiry in Schütz’s theory of life-worlds and the reciprocity literature, we employ fuzzy-set qualitative comparative analysis to analyse data gathered from 60 partners in 30 cross-sector social (...) collaborations. We find two distinct types of configurational pathways leading to lasting cross-sector social collaboration which we label reciprocal economic exchange based on direct reciprocity, and reciprocal social exchange based on generalised reciprocity. The pathways vary in terms of the delivery of expected and unexpected resources and benefits. We introduce the concept of double relationality to explain the interdependence of structure and action in lasting cross sector social collaboration. (shrink)

The intensification of cross-sector collaboration phenomena has occurred in multiple fields of action. Organizations in the private, public, and social sectors are working together to tackle society’s most wicked problems. Some success has resulted in a generalized belief that cross-sector collaborations represent the new paradigm to manage complex problems. Yet, important knowledge gaps remain about how cross-sector alliances generate value for society, particularly to its beneficiaries. This paper answers the question: How cross-sector collaborations lead to systemic change? It uses a (...) qualitative embedded case study design. I use two general cases of alliance-based interventions in the developing country Colombia. Embedded cases within each general case identify evidence of collective action capacity of the beneficiaries. Findings identify and explain alliances’ contributions to beneficiaries’ capacity building: brokering trust and creating spaces where beneficiaries develop an emergent collective action capacity. Alliances also enable beneficiaries to enact that capacity by building bridges, circulating capitals, and buffering relationships to protect people’s initiatives. Alliances and empowered collectives of beneficiaries produce systemic change using five mechanisms: brokering trust, creating spaces, building bridges, circulating capitals, and buffering relationships. Beneficiaries increased capacity for collective action is an outcome that becomes an alliance input, leading overtime to further benefits involving systemic change. (shrink)

Cross-sector social partnership case-based theory and research have long argued that nonprofits that engage in more integrative and enduring cross-sector partnerships should increase their organizational capacity. By increasing their capacity, nonprofits increase their ability to contribute to systemic change. The current research investigates this claim in a large-scale empirical research study. In particular, this study examines whether nonprofits that have a greater number of integrated cross-sector partnerships have greater capacities for financial management, strategic planning, external communication, board leadership, mission orientation, (...) and staff management than nonprofits that have other types of interorganizational relationships. Moreover, it examines whether the length of these partnerships is associated with better capacity. Hierarchical multiple regression analysis drawn from surveys of 452 nonprofit organizations suggests that cross-sector collaboration is not systematically related to increased capacity. However, the results suggest that more enduring relationships between government and nonprofit organizations that extend beyond funder–recipient relationships are related to greater strategic planning capacity. Implications for CSSP research are drawn from the results, especially those concerned with the outcomes of CSSPs. (shrink)

An increasing amount of research has examined the management of competing logics, and possible tensions arising between them, within “hybrid organizations.” However, the ways in which the relationships of hybrids with other organizations shape the conciliation of these logics and tensions have received limited attention so far. In this theoretical paper, we examine how hybrid organizations deal with interorganizational collaboration, in particular whether and how their hybridity can be maintained when they partner with “dominant-logic organizations.” Drawing on empirical literature on (...) social enterprise–corporate collaborations, we develop a framework and several propositions on how competing logics and their balancing within hybrid organizations may be affected by interactions with organizations underpinned by one dominant logic. We suggest that influences will mostly depend on the type of collaboration pursued. A collaboration based on a lower level of engagement and interaction between the two partners is likely to give precedence to one logic over the other, reducing inter-logic tensions but possibly compromising organizational hybridity. By contrast, a collaboration featuring numerous interactions and mission compatibility may facilitate sustained hybridity if tensions are acknowledged and managed. Our propositions contribute to the literatures on hybrid organizations, interorganizational collaboration, and social enterprise. (shrink)

The United States National Preparedness System has evolved significantly in the recent past. These changes have affected the system structures and goals for disaster response. At the same time, actors such as private businesses have become increasingly involved in disaster efforts. In this paper, we begin to fill the gap in the cross-sector literature regarding interactions that have systemic impacts by investigating how the simultaneous processes of systemic change and intensifying cross-sector interaction worked and interacted in the context of the (...) preparedness system. We examine these inter-linkages through a qualitative study in the setting of Hurricane Sandy. Drawing from systems theory, we develop a grounded model that provides an explanation for the system change and highlights how cross-sector interaction relates to the changes observed in the system. (shrink)

Drawing on a longitudinal case study of a 10‐year cross‐sector partnership for development in Colombia, this paper makes three contributions to current discussions on new collaborative governance approaches in which business, non‐governmental organizations and development agencies jointly address development challenges. First, our study explores how partnerships can be successful in achieving longer term development while being designed as short‐term governance arrangements. Second, we shed light on how power asymmetries can shape partnership governance. Many studies have highlighted the negative aspects of (...) donor involvement in cross‐sector partnerships. We identify, however, that an interplay of formal and informal governance in partnerships can provide a positive enabling framework for partner relationships to grow and mature. Third, the case highlights that the studied partnership employed governance mechanisms that facilitate local ownership and empower small‐scale farmers, which effected (longer term) value chain relationships. In this regard, our case study helps to understand governance processes and conditions under which transformative local partnerships can emerge and sustain in post‐conflict settings. The paper adds observations on the collaborative governance content that is required for a more integrative research approach to corporate contributions to development. (shrink)

To address the prevalence and complexities of sustainable development challenges around the world, organizations in the business, government, and non-profit sectors are increasingly collaborating via multi-stakeholder partnerships. Because complex problems can be neither understood nor addressed by a single organization, it is necessary to bring together the knowledge and resources of many stakeholders. Yet, how these partnerships coordinate their collaborative activities to achieve mutual and organization-specific goals is not well understood. This study takes an organization design perspective of collaborative decision-making (...) processes to explore how they impact the effectiveness of multi-stakeholder partnerships. We compare the decision-making processes of 94 sustainability-focused multi-stakeholder partnerships and find that collaborative decision-making has an indirect and positive impact on partnership capacity through systems that keep partners informed, coordinate partner interactions, and facilitate ongoing learning. The implications of this study for multi-stakeholder partnership research and practice are that partnership capacity is contingent on the design of decision-making processes, as well as internal mechanisms that coordinate and monitor collaborative activities. (shrink)

In emerging countries such as China where the government is gradually withdrawing from involvement in social affairs, firms face dilemmas around relational risks of partnering with different forms of nongovernmental organizations (NGOs). Affiliated NGOs (those with close relationships with government) are more likely to sabotage the social partnership through misconduct, and are also capable of higher standards of collaborative social performance compared with independent NGOs (those with few such relationships). This study proposes that firms’ political embeddedness helps mitigate relational risks (...) in cross-sector partner selection, and finds that politically connected firms are more likely to partner with affiliated NGOs than with independent NGOs in China. This effect is more pronounced for private firms that are less socially oriented or are located in regions with less-developed formal institutions and social trust. Our findings highlight relational risks relevant to cross-sector partner selection literature and offer important insights into how relational risks can be reduced in cross-sector partner selection in emerging countries. (shrink)

Refugee crises are one of the grand challenges of the 21st century. Despite the theoretical importance attached to value created for beneficiaries in the partnership literature, research tends to focus on internal processes and value created for partners and partnerships, leading to widespread calls to further specify the value created by partnerships for beneficiaries. Applying an analytical framework from the value creation and social impact literatures, we report on a study of multiple social partnerships of a nongovernmental organization in the (...) refugee issue field. Our results demonstrate that frames of refugees held by partners and in partnerships’ implementation contexts shape the value creation activities undertaken for beneficiaries, and determine whether value is created and what types of value. The dual contribution of this article comprises a rare empirical study of value creation activities for beneficiaries (here, refugees) and theorization of how and when implementation context affects value creation by partnerships. (shrink)

Extant research underlines the critical challenge for firms to rigorously and consistently evaluate their growing number of cross-sector partnerships for sustainability and suggests formalizing evaluation processes by introducing formal practices. However, empirical research is scant and inconclusive. This study aims to develop an empirically grounded understanding of how firms formalize the evaluation processes of such partnerships and of what drives this formalization, to complement the so far mostly conceptual literature. We inductively analyzed 31 semi-structured interviews with 33 experts from firms (...) and their partnering nonprofits and further secondary data on organizations’ partnerships. We contribute to the cross-sector partnership research by analyzing firms’ practices related to the formalization of the internal as well as the joint partnership evaluation process with nonprofits. We propose a conceptual framework to explain why firms implement different formal practices to reduce the dependency on individuals’ skills, experiences, or judgments in evaluating partnerships. (shrink)

Using a dataset of corporate philanthropic gifts of $1 million or more, we examine the influence of corporate donors on the performance of recipient non-profit organizations. We find that corporate donors positively influence NPO performance, specifically in the form of higher revenues per employee, program ratios, and fundraising returns. We find little evidence that large foundation or individual donors similarly enhance organizational performance. In additional analysis, we find that large corporate donations matter when the corporation is more likely to have (...) influence over the recipient NPO. These findings suggest that corporate donors provide the monitoring and expertise needed to enhance organizational performance beyond simply providing funding to NPOs. Our results are robust to a two-stage model and propensity score matching to address endogeneity concerns. While prior research has examined the effect of corporate philanthropy on donor organization performance, we contribute to the literature by examining whether corporate philanthropy also improves recipient organization performance. (shrink)

Cross-sector partnerships (CSPs) between nonprofits and businesses are increasingly implemented in response to humanitarian crises. These partnerships are motivated by ideals of alignment as stakeholders strive to find the “sweet spot” between humanitarian and business interests. However, this article shows that the ideals of alignment differ from the actual practices of alignment in the CSPs, and sweet spots are not merely found but constructed in and through changing relations of power. Based on an ethnographic case study of partnerships between a (...) global humanitarian organization and five technology companies, the article deploys a theoretical lens from critical humanitarian studies to analyze how alignment in CSPs comes about in practice. This analysis demonstrates that in the construction of alignment, the companies’ interests become the priorities with which humanitarian organizations must align their and their beneficiaries’ needs. Consequently, while the discourse of sweet spots perpetuates an ideal of alignment where all partners benefit equally from the partnership, it legitimates power imbalances and asymmetrical alignment in practice. (shrink)

While multi-stakeholder partnerships are emerging as an increasingly popular approach to address grand challenges, they are not well studied or understood. Such partnerships are rife with difficulties arising from the fact that actors in the partnership have different understandings of the grand challenge based on meaning systems which have distinct and often opposing assumptions, values, and practices. Each partnership actor brings with them their individual values as well as the values and work practices of their home organization’s culture, alongside the (...) wider meaning systems present within the sectoral spaces in which each organization is situated—public, private, or nonprofit. Yet, there is little understanding of how actors in multi-stakeholder partnerships negotiate multi-level meaning systems to reach partnership goals. In this 16-month ethnographic study, we take up a negotiated culture perspective to holistically examine the negotiation of multi-level meaning related to a focal grand challenge in a multi-stakeholder partnership established to end homelessness in Western Canada. Based on our findings, we contribute a process model to explain the ongoing negotiation of multi-level meanings in multi-stakeholder partnerships working to address grand challenges. (shrink)