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(Re)Forming Strategic Cross-Sector Partnerships: Relational Processes of Social Innovation

The University of Western Ontario

^* To whom correspondence should be addressed. E-mail: mleber{at}ivey.uwo.ca.

	Abstract

This study explores the relational processes that underpin social innovation within strategic cross-sector partnerships. Using four longitudinal narratives to document the duality of success and failure in strategic collaborations between nonprofit and for-profit organizations, the authors explain how partners navigate this duality: deliberate role (re)calibrations help the partners sustain the momentum for success and overcome temporary failure or crossover from failure to success. Our grounded framework models three relational factors that moderate the relationship between role recalibrations and the momentum for success or failure: relational attachment, a personalized reciprocal bond between partners, which provides a stabilizing buffer in the face of unexpected contingencies; partner complacency, an insufficient investment that signals temporary misalignments; and partner disillusionment, an erosion of confidence in the other partner’s commitment that diagnoses premature failure.

First published on September 1, 2009
Business & Society 2009, doi:10.1177/0007650309345457


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