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.
An earlier version of this article was originally published in the OD Practitioner, 2011, 43(2), 22–27.
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Notes
- 1.
The state in which this ICC operates is not given in order to protect client confidentiality.
- 2.
For clarity, I have simplified the Principles, as well as the organizational structure that grew from them.
- 3.
Names of all interviewees and their organization and alliance affiliation have been changed, as interviews were confidential.
- 4.
Direct quotes from interviews are in quotations.
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Rutledge, M. (2017). Frameworks, Tools, and Leadership for Responding to Strategic Alliances Challenges. In: Tirmizi, S., Vogelsang, J. (eds) Leading and Managing in the Social Sector. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-47045-0_13
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