Governance and outcomes of collaboration: a large sample study of nonprofit networks

Collaboration has become a common way for nonprofit organizations to address important social and economic issues facing communities. The form of governance of a collaborative network, which involves coordinating and guiding its participants’ actions, represents a critical feature that shapes the ability of the network to achieve its goals. However, little is known about the factors that influence the adoption of a particular form of network governance (e.g., a centralized form over a non-centralized form, the specific forms of centralized governance), and little is understood about how the form of governance influences network outcomes. In response, this study examined these questions using a mixed-methods approach involving in-depth semi-structured interviews together with a large-n survey of collaborative networks in the Foundation Center’s Nonprofit Collaboration Database. A total of 20 semi-structured interviews with network representatives provided a nuanced understanding of network governance and outcomes and helped refine the research questions and hypotheses. An original survey of 177 representatives of nonprofit networks allowed for the statistical analysis of the patterns of collaboration governance and outcomes as well as the testing of hypotheses derived from the literature review and interviews. The survey results demonstrate the pervasiveness of a centralized form of governance, with almost equal adoption of either a lead organization or an administrative organization, across the collaborative networks studied. The research revealed contextual factors and network characteristics with significant influences on the adoption of a centralized form over a non-centralized form of governance, an administrative organization form over a lead organization form of centralized governance, and the involvement of member organizations in governance. The results show that networks with centralized governance are more successful in achieving goals compared to networks with non-centralized governance. The study also found that networks governed by a central organization with greater member involvement in governance achieve higher levels of social capital, collaborative learning, and progress toward goals in comparison to those with less member involvement. This dissertation contributes new evidence about collaborative governance in the nonprofit sector, the adoption of centralized and non-centralized forms of network governance, and the achievement of collaboration outcomes.Ph.D.Includes bibliographical reference