Strategic alliances and collaborations: A study of the perceptions of leaders about factors influencing successful collaborations among nonprofit organizations

This study examined the perception of presidents and executive directors of nonprofit organizations involved in collaborations and/or strategic alliances regarding known factors that influence the success of collaborations among nonprofit organizations.; The study combines qualitative and quantitative research methodology using the survey and case study interview methods. On a self-administered questionnaire, respondents were asked to assess 20 different factors. 19 were originally described by Paul W. Mattessich and Barbara Monsey in 1992. A 20 th factor was described by David Aronstein and Michael Connoly in 1999. The 20 factors were grouped into six categories including environment, membership, process/structure, communication, purpose, and resources. In addition to the self-administered survey, 5 case study interviews were also conducted at nonprofit organizations throughout the Northeastern United States.; The major findings of this study were that the majority of the respondents (presidents and executive directors of nonprofit organizations currently participating in a collaboration and/or strategic alliance) agree with 19 of the 20 factors.; The presidents and executive directors responded most favorably to factors that relate to two of the resources of nonprofit organizations i.e., a skilled convener and the capacity for strategic thinking and dialogue. They responded less favorably to a factor relating to the process/structure of an organization i.e., decision-making. There was no majority of agreement among the mail respondents nor the 5 case study interviews for a factor that states: "every level (upper management, middle management, operations) within each organization in our collaborative group and/or strategic alliance is encouraged to participate in decision-making." Ironically, an adequate, consistent financial base to support its operation was also responded to less favorably.; There was agreement for 19 of the 20 factors among the respondents in the self-administered survey and the 5 case study interviews. Therefore, this study concludes that these 19 factors are relevant to successful collaborations among nonprofit organizations.; Finally, this study offers recommendations for extending future research into the effectiveness and development of nonprofit strategic alliances.