Explores a conceptual approach to understanding the processes of collaborative relationships. It is applied to a case study of non‐profit collaboration. It both uses it to understand the dynamics of collaboration among a group of four non‐profit agencies in Canada, which might otherwise have developed competitive relationships, and uses this case study to explore the utility of this conceptual model as an aid to the actual management of such collaboration by practising managers.
Osborne, S.P. and Murray, V. (2000), "Collaboration between non‐profit organizations in the provision of social services in Canada: Working together or falling apart?", International Journal of Public Sector Management, Vol. 13 No. 1, pp. 9-19. https://doi.org/10.1108/09513550010334452
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