Inter-organizational cooperation is based on the development of relationships between partners who have attractive tangible or intangible values which may be the subject of exchange. In inter-organizatio-nal cooperation, at least two key stages of relationship development can be distinguished. The first con-cern is initiating ties between potential partners; the second, strengthening, expanding and deepening these ties. The authors attempted to identify the values that affect the relations between organizations cooperating on a joint project in the cultural sphere. The research process was based on the assump-tions of grounded theory. The incomplete induction method was used. In order to solve this research problem, the authors analysed a case study of a network project led by the Górnośląsko-Zagłębiowska Metropolis, entitled Metropolitan Theatres Night, and in addition, conducted qualitative research (in-dividual in-depth interviews and written surveys), amongst organizations cooperating on this project. The research proved that the assessment of key values to project partners at the stage of initiating and developing cooperation is varied. At the stage of initiating relations, the financial benefits of coopera-tion and the prestige associated with it are most important. In contrast, at the stage of cooperation development financial benefits come first, while other elements are of secondary importance. The rese-arch results show that the partnership does not use many opportunities resulting from the synergy of resources or joint learning during the long period of cooperation. In connection with the above, the authors defined recommendations that may serve to improve inter-organizational cooperation in this type of project and in other partnerships.
Lina M. Svedin, 2009, Organizational Cooperation in Crisis, Burlington, vt, Ashgate, 163 p.
