The Politics of PartnershipsA Critical Examination of Nonprofit–Business Partnerships	2
	Abstract	6
	Acknowledgements	7
	Contents	9
	List of Tables	12
	List of Figures	13
	Abbreviations	14
	Introduction	16
	Commentary on Methods	19
	Chapter 1	23
	The Partnership Society	23
	1.1 Introduction	23
	1.2 Societal Sectors, Roles and Definitions	23
	1.2.1 Definitions of Terms	28
	1.2.1.1 Nonprofit Organisations (NPOs)	28
	1.2.1.2 Business (BUS)	30
	1.2.1.3 NPO-BUS Partnerships	32
	1.3 The Collaboration Continuum	35
	1.4 NPO-BUS Partnership Enablers: Macro and Meso Forces	37
	1.5 Conclusion	45
	Chapter 2	47
	A Framework for the Analysis of Partnerships	47
	2.1 Introduction	47
	2.2 Relations Between Nonprofit Organisations and Businesses	47
	2.3 The Study of NPO-BUS Partnerships Within the Literature	50
	2.4 NPO-BUS Partnerships: Formation-Implementation-Outcomes	57
	2.4.1 Partnership Formation	58
	2.4.2 Partnership Implementation	63
	2.4.3 Partnership Outcomes	67
	2.5 Conclusion	73
	Chapter 3	74
	Stage One: Partnership Formation	74
	3.1 Introduction	74
	3.2 Partnership Overview	74
	3.2.1 Earthwatch-Rio Tinto Partnership Overview	75
	3.2.2 The Prince’s Trust-Royal Bank of Scotland Partnership Overview	75
	3.3 Organisational Characteristics	76
	3.3.1 Earthwatch-Rio Tinto Organisational Characteristics	76
	3.3.2 The Prince’s Trust: Royal Bank of ScotlandOrganisational Characteristics	81
	3.4 The Historical Dimension of the Partnership Formation	87
	3.4.1 The Historical Dimension of the Earthwatch-RioTinto Partnership	87
	3.4.2 The Historical Dimension of the Prince’s Trust-RoyalBank of Scotland Partnership	90
	3.5 Partnership Motives	92
	3.5.1 The Partnership Motives in the Earthwatch:Rio Tinto Case Study	94
	3.5.2 Earthwatch-Rio Tinto Motives Compared	100
	3.5.3 The Partnership Motives in The Prince’s Trust-RoyalBank of Scotland Case Study	101
	3.5.4 Motives of the Prince’s Trust-Royal Bank of Scotland Compared	107
	3.6 Opening Pandora’s Box: Familiarity, Compatibility and Synagonistic Relationships Across the Sectors	108
	3.7 Conclusion	111
	Chapter 4	113
	Stage Two: Partnership Implementation	113
	4.1 Introduction	113
	4.2 Partnership Phases in the Earthwatch-Rio Tinto Case Study	113
	4.2.1 Partnership Selection	113
	4.2.2 Partnership Design	119
	4.2.3 Partnership Institutionalisation	123
	4.3 Partnership Phases in the Prince’s Trust-Royal Bank of Scotland Case Study	124
	4.3.1 Partnership Selection	125
	4.3.2 Partnership Design	126
	4.3.3 Partnership Institutionalisation	130
	4.3.4 Change Within the Partnership Process	132
	4.4 Conflict in Captivity	136
	4.5 Conclusion	140
	Chapter 5	141
	Stage Three: Partnership Outcomes	141
	5.1 Introduction	141
	5.2 Organisational Outcomes in the Earthwatch-Rio Tinto Partnership	141
	5.3 Organisational Outcomes in the Prince’s Trust-Royal Bank of Scotland Partnership	144
	5.4 Social and Societal Outcomes in NPO-BUS Partnerships	147
	5.5 Change as a Partnership Outcome	150
	5.6 Change in Captivity: Convergence of Need Versus Divergence of Missions	153
	5.7 Conclusion	157
	Chapter 6	159
	Reclaiming Responsibilities	159
	6.1 Introduction	159
	6.2 A Holistic Framework for the Study of Social Partnerships	159
	6.3 Overt Functional Conflict Deficit in NPO-BUS Partnerships	160
	6.3.1 Stage 1: Partnership Formation	162
	6.3.2 Stage 2: Partnership Implementation	166
	6.3.3 Stage 3: Partnership Outcomes	166
	6.4 Change as Process and Outcome in NPO-BUS Partnerships	167
	6.5 Partnership Form Versus Partnership Approach	168
	6.6 Conclusion	170
	Epilogue: Beyond Boundaries	171
	Appendices	174
	Appendix 1	174
	A. Case Study Earthwatch-Rio Tinto Partnership	174
	Earthwatch Organisational Literature	174
	Internal Documents: Reports, Papers, Business Plan	175
	Rio Tinto Organisational Literature	175
	B. Case Study The Prince’s Trust-Royal Bank of Scotland Partnership	176
	The Prince’s Trust Organisational Literature	176
	Internal Documents: Reports, Papers, Business Plan	177
	Communications Key Documents. November 2003	177
	Royal Bank of Scotland Organisational Literature	177
	Internal Documents: Reports, Papers, Business Plan	178
	Appendix 2	178
	Group 1: Culture and the Arts	178
	1 100. Culture and Arts	178
	1 200. Recreation	178
	1 300 Service Clubs	178
	Group 2: Education and Research	179
	2 100 Primary and Secondary Education	179
	2 200 Higher Education	179
	2 300 Other Education	179
	2 400 Research	179
	Group 3: Health	179
	3 100 Hospitals and Rehabilitation	179
	3 200 Nursing Homes	180
	3 300 Mental Health and Crisis Intervention	180
	3 400 Other Health Services	180
	Group 4: Social Services	180
	4 100 Social Services	180
	4 200 Emergency and Relief	181
	4 300 Income Support and Maintenance	181
	Group 5: Environment	181
	5 100 Environment	181
	BM1.9.2 5 200 Animals	181
	Group 6: Development and Housing	182
	6 100 Economic, Social and Community Development	182
	6 200 Housing	182
	6 300 Employment and Training	182
	Group 7: Law, Advocacy and Politics	182
	7 100 Civic and Advocacy Organisations	182
	7 200 Law and Legal Services	183
	7 300 Political Organisations	183
	Group 8: Philanthropic Intermediaries and Voluntarism Promotion	183
	8 100 Philanthropic Intermediaries	183
	Group 9: International Activities	184
	9 100 International Activities	184
	Group 10: Religion	184
	10 100 Religious Congregations and Associations	184
	Group 11: Business and Professional Associations, Unions	184
	11 100 Business and Professional Associations, Unions	184
	Group 12: (Not Elsewhere Classified)	185
	Appendix 3	185
	Earthwatch-Rio Tinto Partnership Content	185
	Appendix 4	186
	The Prince’s Trust: Royal Bank of Scotland GroupPartnership Content	186
	Bibliography	188