Strategic and tactical alliances: do environmental non-profits manage them differently?

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Polonsky, Michael Jay, Lefroy, Kathryn, Garma, Romana and Chia, Norman (2011) Strategic and tactical alliances: do environmental non-profits manage them differently? Australasian Marketing Journal, 19 (1). pp. 43-51. ISSN 1441-3582

Abstract

This paper specifically seeks to examine whether power imbalance, managerial imbalance, conflict, organisational compatibility, prior history or age of alliance are important in the management of alliances involving environmentally-focused nonprofits. We examine how they vary in regard to whether collaboration is strategic or tactical in nature, and whether these factors have an impact on the perceived effectiveness of collaborations. Finally, we examine whether different approaches are adopted for regulating strategic and tactical collaborations in the areas of formality, exclusivity, exit barriers and financial incentives.

Additional Information

Special Section: 2009 International Nonprofit and Social Marketing Conference Best Papers — 2009 International Nonprofit and Social Marketing Conference Best Papers

Item type Article
URI https://vuir.vu.edu.au/id/eprint/9280
Official URL http://pdn.sciencedirect.com/science?_ob=MiamiImag...
Subjects Historical > FOR Classification > 1503 Business and Management
Historical > FOR Classification > 1505 Marketing
Historical > Faculty/School/Research Centre/Department > School of International Business
Historical > SEO Classification > 8998 Environmentally Sustainable Information and Communication Services
Keywords ResPubID23998, alliances, non-profit organisations, NPOs, environment, marketing, strategy, collaborations, exit barriers, financial incentives
Citations in Scopus 5 - View on Scopus
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