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“Cross-sector social partnership (CSSP) case-based theory and research have long argued that non-profits that engage in more integrative and enduring cross-sector partnerships should increase their organizational capacity. By increasing their capacity, non-profits increase their ability to contribute to systemic change. The current research investigates this claim in a large-scale empirical research study. In particular, this study examines whether non-profits that have a greater number of integrated cross-sector partnerships have greater capacities for financial management, strategic planning, external communication, board leadership, mission orientation, and staff management than non-profits that have other types of interorganizational relationships. Moreover, it examines whether the length of these partnerships is associated with better capacity. Hierarchical multiple regression analysis drawn from surveys of 452 non-profit organizations suggests that cross-sector collaboration is not systematically related to increased capacity. However, the results suggest that more enduring relationships between government and non-profit organizations that extend beyond funder-recipient relationships are related to greater strategic planning capacity. Implications for CSSP research are drawn from the results, especially those concerned with the outcomes of CSSPs.”
This scholarly article is included in our list of TEN NOTABLE RESOURCES FOR EVALUATING CROSS-SECTOR COLLABORATION .