Managing Tensions and Divergent Institutional Logics in Firm–NPO Partnerships

摘要: This paper investigates the process through which firms and non-profit organizations (NPOs) reconcile divergent worldviews in development of firm–NPO partnerships. Drawing on data from two long-lived partnerships, this study suggests that dynamics reconciliation situations institutional complexity can be better understood by examining how NPOs manage interplay both market social logics an inter-organizational context. We have found during initial stages collaboration, partners differences engaging joint pilot projects demonstrating management’s commitment to Subsequently, after sign a formal partnership agreement, they seek maintain sustainable mode interaction adopting three distinct mechanisms for managing tensions arising partnership: negotiating activity scope, monitoring learning, modifying organizational practices. Our research findings contribute literature cross-sector complexity by highlighting means reduce associated with successful