| Abstract: | This study employs a qualitative multiple-case study to explore relational management mechanisms for strategic nonprofit alliances (NPAs) formed by at least 3 nonprofit organizations by examining collaborative relationships among farmers associations in Taiwan. We explore these mechanisms by analyzing case data from four strategic cooperation characteristics, which can best explain NPAs. To effectively sustain partnerships, our findings suggest that an NPA applies acceptable collaborative rules and regulations, common standard procedures, symmetric information and communication, and capability building and corrective measures when cooperation involves high input commonality. The results also suggest empowerment for partners with deeper input commitment to direct decisions on resource distribution and utilization when collaborative ties involve low input measurability. Regarding high output commonality, we advise NPAs to enforce common output quality control, efficient substandard-output treatment, and external incentives as mechanisms to encourage partners for continued commitment. If relationships involve low output measurability, our findings suggest that NPAs heighten partners’ voluntary motivation for the common good, with goal-achievement assessment measures, professional certification by external experts, and acceptable and reasonable benefit-sharing methods
本研究採質性多重個案研究方法,以台灣農會之策略合作關係為例,並從最能解釋非營利組織策略聯盟關係之四項合作內涵特性,探索由三家以上非營利組織組成之聯盟的關係管理機制。為有效管理並維持合作關係,本研究發現,當聯盟涉及高度投入共同性時,可透過可接受之合作規範、建立共同標準、資訊對稱溝通,以及能力不足補救措施來提升合作夥伴配合共同投入之意願;若合作內涵特性涉及低度投入可衡量性時,可賦予投入較多之合作機構主導資源利用方向之決策權,以維持其投入意願;如涉及高度產出共同性時,可藉由共同品質控管、不符標準產出配套處理措施及外部誘因來提升夥伴配合共同產出要求之意願;當涉及低度產出可衡量性時,可透過目標達成度評核措施、外部專家專業認定及可接受之合理利益分享方式來協調夥伴關係。 |
