- List of Figures
- List of Tables
- List of Contributors
- Introducing Inter‐organizational Relations
- Manifestations of Inter‐organizational Relations
- Transforming Industrial Districts: How Leading Firms are Escaping the Manufacturing Cage
- Inter‐organizational Relationships, Chains, and Networks: A Supply Perspective
- Alliances and Joint Ventures: The Role Of Partner Selection From An Embeddedness Perspective
- Policy and Implementation Networks: Managing Complex Interactions
- Collaborative Service Provision in the Public Sector
- Voluntary and Community Sector Partnerships: Current Inter‐organizational Relations and Future Challenges
- Inter‐organizational Relationships in Local and Regional Development Partnerships
- Temporary Inter‐organizational Projects: How Temporal and Social Embeddedness Enhance Coordination and Manage Uncertainty
- Technology Service Inter‐organizational Relationships: An Agenda for Information Technology Service Sourcing Research
- Theoretical and Disciplinary Perspectives on the Study of Inter‐organizational Relations
- The Social Network Perspective: Understanding the Structure of Cooperation
- Evolutionary Perspectives on Inter‐organizational Relations
- Transaction Costs Perspectives on Inter‐organizational Relations
- Critical Perspectives on Collaboration
- Managing Collaborative Inter‐organizational Relations
- The Social Psychology of Inter‐organizational Relations
- Political Perspectives on Inter‐organizational Networks
- Perspectives on Inter‐organizational Relations in Economic Geography
- Theories of Contract and their use in Studying Inter‐organizational Relations: Sociological, Psychological, Economic, Management, and Legal
- Key Topics In Inter‐organizational Relations Research
- Trust in Inter‐organizational Relations
- Inter‐organizational Power
- The Role of Social Capital in Inter‐organizational Relationships
- Learning and Innovation in Inter‐organizational Relationships
- Change, Dynamics, and Temporality in Inter‐organizational Relationships
- Intervening to Improve Inter‐organizational Partnerships
- Evaluating Inter‐organizational Relationships
- The Field of Inter‐organizational Relations: A Jungle or an Italian Garden?
- Name Index
- Subject Index
Abstract and Keywords
The community and voluntary sector sits alongside the state sector and the private sector. As such, it is sometimes referred to as the ‘third sector’. Organizations within this sector play a number of important and active roles in society. Some of these roles are either relatively new or have changed over the years. Many of them involve different types of inter-organizational relations. For instance, as an advocate for change on behalf of their constituents, voluntary and community organizations (VCOs) have often formed coalitions involving a number of VCOs working together. This article highlights the changing role of VCOs, with an emphasis on their role as a partner with government and others. It draws on extant literature including a suite of case studies undertaken across a number of sectors and from a range of disciplines including public administration, community and urban development, and integrated service delivery.
Myrna P. Mandell is Professor Emeritus at California State University, Northridge, and an adjunct faculty at the School of Management at Queensland University of Technology in Brisbane, Australia. She is recognized as a researcher and consultant in the fields of networks, network structures, and inter‐governmental management in the public sector. She is currently involved in research on networks in California. Her work will lead to a book for practitioners on best practices for networks. In addition she has written chapters for books on citizen participation/empowerment and an international book on community building and is working on developing a new concept of leadership in networks (with her colleague, Dr Robyn Keast). She has also done work on performance measures for networks that is scheduled to be published in two journal symposiums.
Robyn Keast is Senior Lecturer in the School of Management, Queensland University of Technology. Her research interests include networks and collaborative arrangements, government/community relations, and knowledge and innovation clusters. She has published in leading international journals such as Public Administration Review, Social Policy and Administration, and Policy and Politics. A current focus of her work is on establishing alternative leadership roles and performance measures for networks and other relationship‐based organizational forms. In undertaking this research portfolio she works closely with both the government and community sectors and, in doing so, contributes to policy and service development initiatives.
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