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.
There are no full text links
Choose a citation style from the tabs below