Governance arrangements of cross-sector collaboration and its effectiveness
Gespeichert in:
| Autor*in: |
Bauer, Zachary [verfasserIn] AbouAssi, Khaldoun [verfasserIn] Johnston, Jocelyn M. [verfasserIn] |
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| Format: |
E-Artikel |
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| Sprache: |
Englisch |
| Erschienen: |
2023 |
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| Schlagwörter: |
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| Übergeordnetes Werk: |
Enthalten in: Nonprofit and voluntary sector quarterly - London [u.a.] : Sage Publ., 1989, 52(2023), 2 vom: Apr., Seite 346-369 |
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| Übergeordnetes Werk: |
volume:52 ; year:2023 ; number:2 ; month:04 ; pages:346-369 |
| Links: |
|---|
| DOI / URN: |
10.1177/08997640221100705 |
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| Katalog-ID: |
1840578548 |
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| 982 | |2 26 |1 00 |x DE-206 |b Leaders' perceptions of the effectiveness of their organization's collaborations are critical as they determine current and future collaboration. This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector. | ||
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10.1177/08997640221100705 doi (DE-627)1840578548 (DE-599)KXP1840578548 DE-627 ger DE-627 rda eng Bauer, Zachary verfasserin aut Governance arrangements of cross-sector collaboration and its effectiveness Zachary Bauer, Khaldoun AbouAssi, and Jocelyn M. Johnston 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier collaboration (dpeaa)DE-206 effectiveness (dpeaa)DE-206 governance arrangements (dpeaa)DE-206 local governments (dpeaa)DE-206 nonprofits (dpeaa)DE-206 AbouAssi, Khaldoun verfasserin (DE-588)1233903985 (DE-627)1758353422 aut Johnston, Jocelyn M. verfasserin (DE-588)171662326 (DE-627)061890456 (DE-576)132438968 aut Enthalten in Nonprofit and voluntary sector quarterly London [u.a.] : Sage Publ., 1989 52(2023), 2 vom: Apr., Seite 346-369 Online-Ressource (DE-627)324656815 (DE-600)2029449-9 (DE-576)276556356 1552-7395 nnns volume:52 year:2023 number:2 month:04 pages:346-369 https://journals.sagepub.com/doi/pdf/10.1177/08997640221100705 Verlag lizenzpflichtig https://doi.org/10.1177/08997640221100705 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_152 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_224 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 52 2023 2 4 346-369 26 01 0206 4299924037 x1z 30-03-23 26 00 DE-206 Leaders' perceptions of the effectiveness of their organization's collaborations are critical as they determine current and future collaboration. This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector. |
| spelling |
10.1177/08997640221100705 doi (DE-627)1840578548 (DE-599)KXP1840578548 DE-627 ger DE-627 rda eng Bauer, Zachary verfasserin aut Governance arrangements of cross-sector collaboration and its effectiveness Zachary Bauer, Khaldoun AbouAssi, and Jocelyn M. Johnston 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier collaboration (dpeaa)DE-206 effectiveness (dpeaa)DE-206 governance arrangements (dpeaa)DE-206 local governments (dpeaa)DE-206 nonprofits (dpeaa)DE-206 AbouAssi, Khaldoun verfasserin (DE-588)1233903985 (DE-627)1758353422 aut Johnston, Jocelyn M. verfasserin (DE-588)171662326 (DE-627)061890456 (DE-576)132438968 aut Enthalten in Nonprofit and voluntary sector quarterly London [u.a.] : Sage Publ., 1989 52(2023), 2 vom: Apr., Seite 346-369 Online-Ressource (DE-627)324656815 (DE-600)2029449-9 (DE-576)276556356 1552-7395 nnns volume:52 year:2023 number:2 month:04 pages:346-369 https://journals.sagepub.com/doi/pdf/10.1177/08997640221100705 Verlag lizenzpflichtig https://doi.org/10.1177/08997640221100705 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_152 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_224 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 52 2023 2 4 346-369 26 01 0206 4299924037 x1z 30-03-23 26 00 DE-206 Leaders' perceptions of the effectiveness of their organization's collaborations are critical as they determine current and future collaboration. This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector. |
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10.1177/08997640221100705 doi (DE-627)1840578548 (DE-599)KXP1840578548 DE-627 ger DE-627 rda eng Bauer, Zachary verfasserin aut Governance arrangements of cross-sector collaboration and its effectiveness Zachary Bauer, Khaldoun AbouAssi, and Jocelyn M. Johnston 2023 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier collaboration (dpeaa)DE-206 effectiveness (dpeaa)DE-206 governance arrangements (dpeaa)DE-206 local governments (dpeaa)DE-206 nonprofits (dpeaa)DE-206 AbouAssi, Khaldoun verfasserin (DE-588)1233903985 (DE-627)1758353422 aut Johnston, Jocelyn M. verfasserin (DE-588)171662326 (DE-627)061890456 (DE-576)132438968 aut Enthalten in Nonprofit and voluntary sector quarterly London [u.a.] : Sage Publ., 1989 52(2023), 2 vom: Apr., Seite 346-369 Online-Ressource (DE-627)324656815 (DE-600)2029449-9 (DE-576)276556356 1552-7395 nnns volume:52 year:2023 number:2 month:04 pages:346-369 https://journals.sagepub.com/doi/pdf/10.1177/08997640221100705 Verlag lizenzpflichtig https://doi.org/10.1177/08997640221100705 Resolving-System lizenzpflichtig GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_95 GBV_ILN_100 GBV_ILN_110 GBV_ILN_120 GBV_ILN_152 GBV_ILN_161 GBV_ILN_165 GBV_ILN_171 GBV_ILN_184 GBV_ILN_187 GBV_ILN_224 GBV_ILN_293 GBV_ILN_370 GBV_ILN_374 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2018 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2036 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2043 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2056 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2093 GBV_ILN_2098 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2125 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2145 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2158 GBV_ILN_2190 GBV_ILN_2193 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_2705 GBV_ILN_2889 GBV_ILN_2890 GBV_ILN_4012 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4277 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4346 GBV_ILN_4367 GBV_ILN_4393 GBV_ILN_4700 GBV_ILN_4753 AR 52 2023 2 4 346-369 26 01 0206 4299924037 x1z 30-03-23 26 00 DE-206 Leaders' perceptions of the effectiveness of their organization's collaborations are critical as they determine current and future collaboration. This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector. |
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This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector.</subfield></datafield></record></collection>
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26 00 DE-206 Leaders' perceptions of the effectiveness of their organization's collaborations are critical as they determine current and future collaboration. This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector Governance arrangements of cross-sector collaboration and its effectiveness Zachary Bauer, Khaldoun AbouAssi, and Jocelyn M. Johnston collaboration (dpeaa)DE-206 effectiveness (dpeaa)DE-206 governance arrangements (dpeaa)DE-206 local governments (dpeaa)DE-206 nonprofits (dpeaa)DE-206 |
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Governance arrangements of cross-sector collaboration and its effectiveness |
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code="a">AR</subfield></datafield><datafield tag="952" ind1=" " ind2=" "><subfield code="d">52</subfield><subfield code="j">2023</subfield><subfield code="e">2</subfield><subfield code="c">4</subfield><subfield code="h">346-369</subfield></datafield><datafield tag="980" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">01</subfield><subfield code="x">0206</subfield><subfield code="b">4299924037</subfield><subfield code="y">x1z</subfield><subfield code="z">30-03-23</subfield></datafield><datafield tag="982" ind1=" " ind2=" "><subfield code="2">26</subfield><subfield code="1">00</subfield><subfield code="x">DE-206</subfield><subfield code="b">Leaders' perceptions of the effectiveness of their organization's collaborations are critical as they determine current and future collaboration. This article examines perceived collaboration effectiveness-the extent to which targeted goals are achieved-based on an organization's role in that collaboration's governance arrangements (initiation, funding, coordination, and decision-making). Findings suggest that governance arrangements have modest association with perceived effectiveness of collaborations between nonprofits and local governments in Lebanon. Perceived effectiveness increases when an organization is directly engaged in coordinating the collaboration's work, activities, resources, and partners, but decreases when an organization has the responsibility for decision-making. Perceived effectiveness also appears to be related to trust, relationship effectiveness, service category, and the organization's sector.</subfield></datafield></record></collection>
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| score |
7.3995857 |