“It basically is a fairly loose arrangement … and that works out fine, really.” Analysing the Dynamics of an Interorganisational Partnership

Abstract

The purpose of this research was to examine the dynamics of a sport development partnership among three nonprofit organisations. Data were collected through interviews with key partnership personnel, as well as documentary analysis of reports. We utilised Frisby, Thibault, and Kikulis’ (2004) framework to organise our discussion, focusing on managerial structures and processes. Within management structures, we analysed dynamics of formal communication and intensity of partnership management. The dynamics of informal communication, trust, conflict, and competing agendas were analysed as managerial processes. This analysis, along with our examination of the multiple links among these dynamics, deepens our understanding of the complexities of partnerships in sport delivery and extends Frisby et al.'s (2004) framework. The research process also represented a collaboration with partnership members, highlighting the usefulness of conducting research with practitioners, rather than imposing research findings on them. Areas for further research are discussed.

Key words:

• partnership dynamics
• nonprofit
• New Zealand