<span>Semi-structured interviews with 21 partners of three long-standing, non-profit collaborations in the health and human services sector emphasize the role of constituents’ sense of “ownership”– and their continuous reproduction of it on collaboration sustainability. The data suggests that enduring collaborations are characterized, on </span><span>the one hand, by employee behaviors typically considered aberrant – including rule breaking and rule making – and on the other, “appreciative” participant behaviors. Findings imply non-profit governance and leadership can purposefully foster environments in which collaboration ownership can reproduce.Doctorate of Management Programs</span>

The Relationship Between Reproducing Ownership and Sustaining Non-Profit Collaboration

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