Cover image for The collaboration challenge : how nonprofits and businesses succeed through strategic alliances
Title:
The collaboration challenge : how nonprofits and businesses succeed through strategic alliances
Author:
Austin, James E.
Personal Author:
Edition:
First edition.
Publication Information:
San Francisco, Calif. : Jossey-Bass Publishers, [2000]

©2000
Physical Description:
xiii, 203 pages ; 24 cm.
Language:
English
ISBN:
9780787952204
Format :
Book

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HD69.S8 A94 2000 Adult Non-Fiction Non-Fiction Area
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Summary

Summary

Presented by The Drucker Foundation

"Austin has uncovered the common elements and key strategies that make for effective collaborations.... In The Collaboration Challenge , he illuminates these key lessons for all leaders, and makes it possible for each of us to meet the collaboration challenge."
? Frances Hesselbein , chairman of the board of governors, The Drucker Foundation, and John C. Whitehead, founder, The John C. Whitehead Fund for Not-for-Profit Management, Harvard Business School

"Austin has performed a valuable service for nonprofit organizations and their corporate partners by illuminating the dynamics of successful relationships. His useful book deserves to be widely read by leaders in both sectors concerned about increasing the effectiveness of their social action agenda."
? Rosabeth Moss Kanter , Harvard Business School, author of World Class and Rosabeth Moss Kanter on the Frontiers of Management

"The entire nonprofit sector has been searching for the expertise and tools this book provides. Nothing else like it exists."
? Bill Shore , executive director of Share-Our-Strength and author of The Cathedral Within and Revolution of the Heart

In these complex times, when no organization can succeed alone, nonprofits and businesses are embracing collaboration for mutual benefits. Nonprofits are partnering with businesses to further their missions, develop resources, strengthen programs, and thrive in the competitive world. Companies are also discovering that alliances with nonprofits generate significant rewards: increased customer preference, improved employee morale, greater brand identity, stronger corporate culture, and higher innovation.

In this timely and insightful book, James E. Austin provides a practical framework for understanding how traditional philanthropic relationships can be transformed into powerful strategic alliances. He offers advice and lessons drawn from the experiences of numerous collaborations, including Timberland and City Year; Starbucks and CARE; Georgia-Pacific and The Nature Conservancy; MCI WorldCom and The National Geographic Society; Reebok and Amnesty International; and Hewlett-Packard and the National Science Resource Center.

Readers will learn how to:

Find and connect with high-potential partners Ensure strategic fit with the partner's mission and values Generate greater value for each partner and society Manage the partnering relationship effectively


Author Notes

JAMES E. AUSTIN is the John G. McLean Professor of Business Administration and Chair of the Harvard Business School Initiative onSocial Enterprise.


Reviews 1

Booklist Review

Already this year, in Common Interest, Common Good: Creating Value through Business and Social Sector Partnerships, Shirley Sagawa and Eli Segal outlined the benefits of partnerships between businesses and nonprofit organizations. There they profiled seven successful examples of such relationships. Now Austin, author of numerous books on business and management in developing countries and a business professor at Harvard, makes his own similar case in this Drucker Foundation for Nonprofit Management Leaderbook. He identifies major alliances and examines how they function, looking at the various stages through which they must pass. He explains the role of top leadership and emphasizes the importance of a strategic "fit" between the two partners. Austin suggests different areas within organizations for alignment as well as ways for partners to analyze the value of their collaboration. He then considers ongoing practical management issues and concludes with guidelines for collaborations and questions that must be addressed. --David Rouse


Table of Contents

Frances Hesselbein and John C. Whitehead
Forewordp. viii
Prefacep. xi
1. The Strategic Benefits of Alliancesp. 1
2. Understanding Strategic Collaborationp. 19
3. Making the Connectionp. 41
4. Ensuring Strategic Fitp. 61
5. Generating Valuep. 87
6. Managing the Relationshipp. 121
7. Collaboration Drivers and Enablers: Jumpstart and American Eagle Outfittersp. 147
8. Guidelines for Collaborating Successfullyp. 173
Notesp. 189
The Authorp. 193
Indexp. 195