Frameworks, Tools, and Leadership for Responding to Strategic Alliances Challenges

Merryn Rutledge ()
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Merryn Rutledge: ReVisions LLC

Chapter Chapter 13 in Leading and Managing in the Social Sector, 2017, pp 219-241 from Springer

Abstract: Abstract Inter-organizational and cross sector alliances are increasingly important for tackling community and societal problems that are beyond the scope and capacity of single organizations. Yet multiple and perplexing challenges can confound joint work. This chapter explores some of these challenges, and uses two case studies to illustrate how a strategic alliance continuum and a set of questions for defining partner relationships have helped affiliating organizations clarify their purposes and make agreements. A third case study illustrates approaches to and qualities of leadership that contribute to successful alliances. Finally, Complexity Leadership Theory is used to suggest how strategic alliance partners and consultants can conceptualize and create leadership systems that respond to complexity.

Keywords: Member Organization; Strategic Alliance; Complex Adaptive System; Advisory Council; Leadership System (search for similar items in EconPapers)
Date: 2017
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Persistent link: https://EconPapers.repec.org/RePEc:spr:mgmchp:978-3-319-47045-0_13

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DOI: 10.1007/978-3-319-47045-0_13

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