期刊名称：Interdisciplinary Journal of Partnership Studies
印刷版ISSN：2380-8969
出版年度：2020
卷号：7
期号：2
页码：3-3
DOI：10.24926/ijps.v7i2.3482
出版社：University of Minnesota, Twin Cities
摘要：This article explores factors contributing to a non-dominant collaboration paradigm in a partnership between a government-based international development agency and a university-based nongovernmental organization. Anchored in Wood’s and Gray’s collaborative framework, this article describes how a steeply hierarchical partnership navigated the elements of collaboration – organizational autonomy; shared problem domain; interactive processes; shared rules, norms, and structures; and decision making – to produce non-dominant values and practices deriving from negotiated processes, rules, norms, and structures that produced positive collaboration outcomes. In particular, a history of prior mutually beneficial interactions emerges as a critical precondition for achieving the non-dominant collaboration in this case study’s steeply hierarchical organizational relationship, one in which egalitarianism and equal decision-making regarding the agenda and the goals of the collaboration could have been highly constrained.
