Administration in Social Work, vol. 30, issue 3 (2006) pp. 43-54
Forming Interorganizational Relationships (IORs) has become a popular alternative approach among nonprofit organizations to developing competitive advantage and increasing innovative capacity. This
study examined the nature of IORs in a sample of 36 nonprofit organizations. Specifically, it assessed the effects of four components of interorganizational
relationships: resources, information, technical assistance, and work and/or client upon three types of innovations: administrative, product, and process. The results indicated that the effects of IORs on innovation vary by innovation type. Implications of the study for research and social work practice are discussed.
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