Managing dualities in a collaborative non-profit network

Existing literature documents the advantages of network formation but also the challenging nature of collaborative networks. In this papet; we propose that there are five dualities that are central to understanding effective management within non-profit networks. These dualities relate to governance, performance, values, employees and leadership. We draw upon the relevant literature as well as the findings of a case study conducted over a two-year period. The case study tracked the implementation oftwo interventions aimed at improving performance, and included interviews at two network levels. We also outline some strategies that address these dualities