Interorganizational Alliances

Polarizing conversations and “othering” are becoming norms in individual and organizational discourse, while social, political, economic, and cultural issues—and solutions to manage them—are recognized as increasingly interconnected. Interorganizational alliances (IAs) are one means through which social workers can leverage collective resources toward just and common ground. As systems, policies, and contexts continue to drive the coalescing of organizations into IAs, social workers have an important role to play. All IAs fundamentally operate to address emergent issues. Understanding the ways organizations come together, the circumstances that drive them, and factors that contribute to their success is essential for maximizing results. IAs vary along a continuum, ranging from loosely connected to structurally unified, and can be broadly understood by the processes that underlie them. No position on the continuum is better (or worse) than another. Their evolution is dynamic, greatly shaped by relational factors such as leadership styles, organizational cultures, and the goals of those who will be affected. Regardless of whether organizational participants align for internal, operational gain or to better address issues raised within their environment, IAs must clearly identify all who are intended to benefit. In so doing, they must consciously analyze historic interactions, recognizing patterns of discrimination and oppression and establishing systems and narratives that center previously marginalized voices. Only in this way can IAs advance a just and equitable future. Given appropriate preparation through macro education, social workers are well situated for this work.

Sectoral decision making: structures, processes and trust

Purpose – The purpose of this paper is to synthesize multi-sector, cross-sector, and other interorganizational alliance structures and processes with particular focus on their saliency in partnership/alliance decision making. Design/methodology/approach – This is a conceptual paper focusing primarily on management and public administration literature that examines decision making in multi-sector, cross-sector, and other interorganizational alliances. Findings – The paper identified that decision making takes place at every stage of the partnership process, with complexity being dependent on organizational structure and design, i.e. dyad or network. Organization structures and key processes including coordination, cooperation, and trust are critical elements that impact decision making. Trust is foundational for the development and sustainability of collaborative alliances. Many of these same characteristics are also found in strategic alliance structures and processes. Practical implications – This analysis of selected literature on decision making and trust has the capacity to enhance awareness and expectation-setting for those entering a collaborative partnership. Trust is an integral and enduring component at every stage. Originality/value – This study crosses the boundary between sectoral partnerships and other interorganizational alliances in the analysis of decision-making structures and processes.