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- W80938284 abstract "Several studies have showed that cooperation between parties within the same sector orbetween sectors is in many cases difficult. Especially in those cases when organizations want tocooperate to solve complex societal issues, difficulties might arise. Many partnerships lack thebasic capacities to succesfully manage a social partnership. The main reason why managementfails is because management fails to manage interaction in the right way. Absence ofinformation, strategic oriented partners, and different (cultural values) all lead to uncertainties,either in defining the rules of the game or the outcomes of actions. These uncertainties oftencome to light as opposing pressures/alternatives (tensions), such as interests, principles andsolutions.By defining tensions, the complexity of a situation might be easier to understand andbetter solutions can follow. Based on the definition by De Wit and Meyer (2005), this researchaimed to define what kind and which tensions are present in social alliances and how they aredealt with by management. To do so, the water sector, and more specific, development aidprovided by the Dutch water operators through Water Operators Partnerships, was selected assubject of study. It allowed to control for external variables (hence sector, country) and for acomparison between cases. In total 7 Water Operators Partnerships in 5 countries were studied,for which 13 managers from 7 Dutch water operators were interviewed.It turned out that although for most predefined tensions two opposing pressures werepresent, managers hardly perceived and/or dealt with these alternatives as if they wereopposing. Two pairs of opposing pressures could not be classified as a tension. That is, short andlong term goals as well as preventing or appreciating conflicts could not be classified as atension as only one of the alternatives was present.Managers either deal with these tensions trough dilemmas (either/or choice), tradeoffs(striking a balance between the alternatives), or paradoxes (new, innovative ways). Only for onetension did all managers deal with the alternatives similarly (through paradoxes). As for allother tensions, managers are divided. Further research should assess whether perceptions ofalternatives influences managerial behaviour, or whether behaviour influences managersperception of the alternatives." @default.
- W80938284 created "2016-06-24" @default.
- W80938284 creator A5069840101 @default.
- W80938284 date "2009-11-10" @default.
- W80938284 modified "2023-09-26" @default.
- W80938284 title "Social Alliances: Dilemmas, Trade-offs or paradoxes?" @default.
- W80938284 hasPublicationYear "2009" @default.
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