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Integrating Mission and Strategy for Nonprofit Organizations$
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James A. Phills Jr.

Print publication date: 2005

Print ISBN-13: 9780195171280

Published to Oxford Scholarship Online: October 2011

DOI: 10.1093/acprof:oso/9780195171280.001.0001

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Corporate Strategy, Alliances, and Collective Action

Corporate Strategy, Alliances, and Collective Action

Chapter:
(p.118) 5 Corporate Strategy, Alliances, and Collective Action
Source:
Integrating Mission and Strategy for Nonprofit Organizations
Author(s):

James A. Phills

Publisher:
Oxford University Press
DOI:10.1093/acprof:oso/9780195171280.003.0006

This chapter provides a basis for understanding and managing three sets of issues: the interrelationship within complex multibusiness organizations, the domain of what is called corporate strategy; ties that create relationships between two or more distinct organizations (both within and across sectors), alliances and partnerships; and coordinated efforts to shape the environment through industry-wide collaboration, coalitions and collective action. In addition, the chapter explores the fundamental questions that need to be addressed when one makes choices about whether, when, and how to establish and maintain these intra- and inter-organizational relationships, as well as some of the challenges associated with managing them on an ongoing basis. It is reported that alliances, no matter what benefits they bring, have to be entered into with a clear understanding of the costs and strategic implications of the relationship.

Keywords:   corporate strategy, alliances, collective action, multibusiness organization, partnership, coalitions

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