Dissertation/Thesis Abstract

Executive Perception of the Nature of Their Involvement in Forming and Sustaining Cross-Sector Strategic Alliances
by Shields, Philip W., D.E.Lead., University of Charleston - Beckley, 2017, 263; 10743439
Abstract (Summary)

When risks are too great for any one organization, and the opportunity cost for not trying is far greater, Strategic alliances between public and private sector organizations present collaborative opportunities to achieve success. The purpose of this mixed-methods study was to understand how executives perceive the nature of their involvement in strategic alliances between public and private sector organizations in the United States. The central research question was, “How do executive leaders perceive their involvement in forming and sustaining cross-sector strategic alliances between public organizations and private entities?” This question and its associated sub-questions were explored using a survey and executive interviews as the sources of data for in-depth phenomenological analysis to determine themes perceived critical to successful cross-sector strategic alliances. Executives in this study suggested their role was to ensure the Strategic Alignment, Mutual Benefit, effective Communication, and a clear Vision were present in their organization’s collaborative activities. Conversely, lack of establishing the aforementioned themes was perceived to be detrimental to strategic alliances. The application of this research spans from senior leaders in the public and private sectors to leadership scholars that are interested in better understanding cross-sector collaborations. Respondents asserted that executive leaders are responsible for ensuring that these themes are evaluated in the formative and sustaining phase of a strategic alliance. Additionally, executive leaders may use this research to inform their decision-making about how to avoid failure of their Cross-Sector Strategic Alliance; and for those that were successfully formed, how to affect sustainability.

Indexing (document details)
Advisor: Barnette, John E.
Commitee: Minear, William, Watt, Christian, Wylie, Ruth
School: University of Charleston - Beckley
Department: Buisness and Leadership
School Location: United States -- West Virginia
Source: DAI-A 67/09, Dissertation Abstracts International
Subjects: Business administration, Educational leadership, Management, Commerce-Business
Keywords: Collaboration, Complex adaptive systems, Public-private partnership, Transformational leadership
Publication Number: 10743439
ISBN: 978-0-438-68167-5
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