To embark on a collaboration where organisations do not share a common purpose nor understand the complexity of the process, appears to doom such ventures to unsatisfactory outcomes. However, there seems to be a lack of comprehensive frameworks or models to assist managers in the establishment and maintenance of collaborations. This research project was undertaken in a federated health promotion charity operating in the Australian not-for-profit sector. As a member of the senior management team of an organisation that was a member of the federation, the researcher aimed through an action research methodology to assist in providing a business solution for the dysfunctional federation collaboration being experienced by the researcher's organisation. The existing collaboration is perceived as being time xiii consuming and utilising financial and human resources far in excess of the benefits and outcomes that are expected to emanate from membership of a federated structure. There are many aspects to collaboration and a myriad of theories have been proposed in an attempt to understand this complex phenomenon. This diversity of theories tends to focus on collaboration structures and outcomes with limited research on the collaboration process. This lack of research in this area naturally suggests the following research problem questions: Is there a framework that can assist in understanding collaboration in the sector? What prompts movement towards conflict or co-operation? Is there a structure for national collaboration that can assist the collaboration process?
|Qualification||Doctor of Business Administration|
|Award date||01 Jul 2012|
|Place of Publication||Australia|
|Publication status||Published - 2012|