Managing dualities in a collaborative non-profit network

Baker, E; Kan, MM; Onyx, J; Teo, ST

Managing dualities in a collaborative non-profit network

Baker, E Kan, MM Onyx, J

Teo, ST

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Publisher:: Australian and New Zealand Third Sector Research Limited
Publication Type:: Journal Article
Citation:: Third Sector Review, 2009, 15 (1), pp. 101 - 114
Issue Date:: 2009-01

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Field	Value	Language
dc.contributor.author	Baker, E	en_US
dc.contributor.author	Kan, MM	en_US
dc.contributor.author	Onyx, J https://orcid.org/0000-0001-7166-833X	en_US
dc.contributor.author	Teo, ST	en_US
dc.date.issued	2009-01	en_US
dc.identifier.citation	Third Sector Review, 2009, 15 (1), pp. 101 - 114	en_US
dc.identifier.issn	1323-9163	en_US
dc.identifier.uri	http://hdl.handle.net/10453/10295
dc.description.abstract	Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this papet; we propose that there are five dualities that are central to understanding effective management within non-profit networks. These dualities relate to governance, performance, values, employees and leadership. We draw upon the relevant literature as well as the findings of a case study conducted over a two-year period. The case study tracked the implementation oftwo interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities.	en_US
dc.publisher	Australian and New Zealand Third Sector Research Limited	en_US
dc.relation.ispartof	Third Sector Review	en_US
dc.title	Managing dualities in a collaborative non-profit network	en_US
dc.type	Journal Article
utslib.citation.volume	1	en_US
utslib.citation.volume	15	en_US
utslib.for	150310 Organisation and Management Theory	en_US
utslib.for	1503 Business and Management	en_US
utslib.for	1605 Policy and Administration	en_US
utslib.for	1607 Social Work	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/e-Press
pubs.organisational-group	/University of Technology Sydney/Faculty of Business
pubs.organisational-group	/University of Technology Sydney/Faculty of Business/Management Discipline
utslib.copyright.status	open_access
pubs.consider-herdc	true	en_US
pubs.issue	1	en_US
pubs.volume	15	en_US

Abstract:

Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this papet; we propose that there are five dualities that are central to understanding effective management within non-profit networks. These dualities relate to governance, performance, values, employees and leadership. We draw upon the relevant literature as well as the findings of a case study conducted over a two-year period. The case study tracked the implementation oftwo interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities.

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http://hdl.handle.net/10453/10295