The New Strategy: Collaboration between Enterprise and Nonprofit Organization

Xueying TIAN

Tongji University, Shanghai, China.

DOI: 10.4236/ib.2009.11002                

Abstract

Under the circumstances of globalization, collaboration between organizations becomes an important topic in the field of strategy management. With an increase of nonprofit organization in scale and number, it has been a new choice that enterprise builds collaborative relationship with nonprofit organization. Considering the different characteristic of two organizations, this paper begins with different motives of collaboration between enterprise and nonprofit organization and then explores many kinds of modes of collaboration. By describing the social embeddedness of organization behavior, this paper sets forth the concept and formation mechanism of collaborative network. Future research on collaboration between enterprise and nonprofit organization would be strengthened in effect and management of collaboration based on network theory.

Keywords

collaboration, nonprofit organization (NPO), motive, mode, collaborative network

Conflicts of Interest

The authors declare no conflicts of interest.

References

[1]	Guo, J. G. and Gao, J., “M. Networks, resources and com-petitive sdvavtages: A firm–sociological view [J],” China Industrial Economy, No. 3, pp. 79–87, 2003.
[2]	Tian, K., “The review on the west country theories of nonprofit organization [J],” Chinese Public Administra-tion, No. 6, pp. 59–64, 2003.
[3]	Das, T. K. and Teng, B. S., “A resource-based theory of strategic alliances [J],” Journal of Management, Vol. 26, No. 1, pp. 31–61, 2000.
[4]	Googins, B. and Rochlin, S., “Creating the partnership society: Understanding the rhetoric and reality of cross-sectoral partnerships [J],” Business and Society Review, Vol. 105, No. 1, pp. 127–144, 2000.
[5]	HU, Y. C., CAI, N., and TIAN, X. Y., “Research on the alliance between enterprise and nonprofit organization [J],” Foreign Economies and Management, Vol. 28, No. 10, pp. 11–17, 2006.
[6]	Thompson, G., Frances, J., Levacic, R. and Mitchell, J., “Hierarchies and Networks: The Coordination of Social Life [M],” London: Stage, 1991.
[7]	Andreasen and Alan, R., “Profits for nonprofits : Find a corporate partner [J],” Harvard Business Review, pp. 47–59, November/December 1996.
[8]	Wymer, W. W. and Samu, S., “Dimensions of business and nonprofit collaborative relationships [J],” Journal of Nonprofit and Public Sector Marketing, Vol. 11, No. 1, pp. 3–22, 2003.
[9]	[YU, J. D., ZHAO, W. H., and WAN, D.F., “Discussion on the motivation, risk and control of alliance between non-profit organization and enterprise [J],” Forecasting, Vol. 25, No. 2, pp. 44–48, 2006.
[10]	Hakansson H., “Industrial Technological Development: A Network Approach [M],” London Press, 1987.
[11]	Powell, W. W., “Neither market nor hierarchy: Network forms of organization [J],” Research in Organization Be-havior, No. 12, pp. 295–336, 1990.
[12]	Galaskiewicz, I. and Marsden, P., “Interorganizational resources networks: Formal patterns of overlap [J],” So-cial Science Research, Vol. 7, pp. 89–107, 1978.
[13]	Uzzi B., “Social structure and competition in interfirm networks: The paradox of embeddedness [J],” Adminis-trative Science Quarterly, Vol. 42, No. 1, 1997.
[14]	Ghemawat P., “Commitment: The dynamic of strategy,” Free Press, New York, 1991.