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.