Managing dualities in a collaborative non-profit network
Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this paper; we propose that there are five dualities that are central to understanding effective management within non-profit networks. These dualities relate to governance...
| Main Authors: | , , , |
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| Format: | Journal Article |
| Published: |
Australian and New Zealand Third Sector Research Inc.
2009
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| Subjects: | |
| Online Access: | http://hdl.handle.net/20.500.11937/24242 |
| _version_ | 1848751374477557760 |
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| author | Baker, E. Kan, M. Onyx, J. Teo, Stephen |
| author_facet | Baker, E. Kan, M. Onyx, J. Teo, Stephen |
| author_sort | Baker, E. |
| building | Curtin Institutional Repository |
| collection | Online Access |
| description | Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this paper; 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 of two interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities. |
| first_indexed | 2025-11-14T07:51:43Z |
| format | Journal Article |
| id | curtin-20.500.11937-24242 |
| institution | Curtin University Malaysia |
| institution_category | Local University |
| last_indexed | 2025-11-14T07:51:43Z |
| publishDate | 2009 |
| publisher | Australian and New Zealand Third Sector Research Inc. |
| recordtype | eprints |
| repository_type | Digital Repository |
| spelling | curtin-20.500.11937-242422017-02-28T01:47:10Z Managing dualities in a collaborative non-profit network Baker, E. Kan, M. Onyx, J. Teo, Stephen values non-profit leadership Collaboration third sector network Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this paper; 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 of two interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities. 2009 Journal Article http://hdl.handle.net/20.500.11937/24242 Australian and New Zealand Third Sector Research Inc. restricted |
| spellingShingle | values non-profit leadership Collaboration third sector network Baker, E. Kan, M. Onyx, J. Teo, Stephen Managing dualities in a collaborative non-profit network |
| title | Managing dualities in a collaborative non-profit network |
| title_full | Managing dualities in a collaborative non-profit network |
| title_fullStr | Managing dualities in a collaborative non-profit network |
| title_full_unstemmed | Managing dualities in a collaborative non-profit network |
| title_short | Managing dualities in a collaborative non-profit network |
| title_sort | managing dualities in a collaborative non-profit network |
| topic | values non-profit leadership Collaboration third sector network |
| url | http://hdl.handle.net/20.500.11937/24242 |