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In response to growing income stratification in higher education, President Obama convened a White House Summit in 2014 where over 100 selective institutions committed to increasing the number of low-income students on their campus. One way colleges proposed to do so is through partnerships with college access organizations like QuestBridge, a nonprofit organization that aims to increase the percentage of low-income students at elite universities. While institutions purport that QuestBridge improved socioeconomic diversity, empirical research has not confirmed these claims. In this study, we estimate the effect of QuestBridge on overall access of Pell eligible students at partner institutions using quasi-experimental methods. We find no increase in the economic diversity of colleges after establishing a partnership with QuestBridge, except for colleges simultaneously partnering with QuestBridge and enacting no-loan financial aid policies. We also consider whether participation in QuestBridge increases institutional status through larger application volumes and increased selectivity, and discuss implications for research and practice in the area of stratification. [ABSTRACT FROM AUTHOR]

Public, nonprofit and private organisations respond to large-scale disasters domestically and overseas. Critics of these assistance efforts, as well as those involved, often cite poor interorganisational partnering as an obstacle to successful disaster response. Observers frequently call for 'more' and 'better' partnering. We found important qualitative distinctions existed within partnering behaviours. We identified four different types of interorganisational partnering activities often referred to interchangeably: communication, cooperation, coordination and collaboration-the Four Cs. We derived definitions of the Four Cs from the partnering literature. We then tested them in a case study of the response to the 2010 Haiti earthquake. We suggest that the Four Cs are distinct activities, that organisations are typically strong or weak in one or more for various reasons, and that the four terms represent a continuum of increased interorganisational embeddedness in partnering activities. [ABSTRACT FROM AUTHOR]

Cross-sectoral partnerships are increasingly common in Australian human service delivery. Yet research has not often focused on partnerships where private actors broker an arrangement to address complex community needs. Using a combination of interviews, focus groups, and social network analysis (SNA), this paper investigates the network qualities of a nascent partnership between a not for profit (NFP) service provider and a major retail water company that seeks to address financial hardship. Ultimately, we assess whether this represents genuine collaboration or another form of joint action. We find that the privately steered partnership generates instrumental benefits characteristic of cross-sectoral arrangements, as well as challenges. SNA reveals a very high degree of connection between the partner organisations, but the results suggest that the partnership is coordinative rather than collaborative. We also find that this is leading to tacit organisational and institutional modifications as the NFP assumes a 'market facing' posture and adjusts to the demands of working with private sector partners. However, at this early stage of development, the level of systemic adjustment between both organisations remains incomplete. [ABSTRACT FROM AUTHOR]

An editorial is presented which talks about the role of the nonprofit sector in the international environment. The importance of nonprofits in civil society is discussed, along with the relationship between the government and nongovernmental organizations as partnerships.

Researchers who have examined the role of partnerships in addressing intractable social problems have concluded that collaborative approaches yield results superior to those of organizations acting alone. In this article, I examine the forms, strengths, and limitations of partnering across international borders through two collaborative programs operating in faith-based, nonprofit fields: Lutheran Church Missouri Synod World Missions operating in the Czech Republic and PROCOM Rwanda operating in the African nation of Rwanda. The purpose of this study was to examine the structural arrangements of these partnerships, elements that facilitate and impede partnering, and how partners define and measure success. I offer perspectives on development of full partnerships, as opposed to minimalist partnerships characterized by limited contractual obligation and mutual accountability, and significant differences in power wielded by organizational leaders. I conclude that whether or not such partnerships live up to their promise depends on factors including organizational structure, economic and political resources, philosophical and mission alignment, accountability, and communication. [ABSTRACT FROM AUTHOR]

This article aims to clarify the potential impact of cross-sector partnerships on nonprofit organizational legitimacy and to provide nonprofit organizations (NPOs) with strategic direction on how to approach cross-sector partnerships to avoid running into a legitimacy crisis. Five theoretical propositions are developed based on existing theory on cross-sector partnerships, organizational legitimacy, and identity and are matched with empirical data consisting of 257 survey responses and seven in-depth interviews in a single case study of a Finnish social welfare organization. Results suggest that engagement with companies may threaten NPO legitimacy by challenging core values and identity traits. Due to power asymmetries in favor of the company, the legitimacy risk is particularly serious for integrative partnerships compared with philanthropic and transactional partnerships. This condition is paradoxical, because integrative partnerships are praised for their greater societal impact and ability to generate joint innovations. Safer options include short-term, project-based partnerships managed and controlled by the NPO, except for brand licensing, which is a high-risk option. Regarding partner selection NPOs should select companies with similar values. [ABSTRACT FROM AUTHOR]

Information about the topics discussed at the Annual General Meeting (AGM) of the Oral History Society held at Manchester Metropolitan University Business School in England on July 19, 2014 is presented. Topics include the preservation of oral history, the expansion of oral history's representation with funders, and partnerships with research councils and charities. Speakers of the event include Padmini Broomfield, Joanna Bornat, and Anne Gulland.

Nonprofit organizations often collaborate to enhance capacities for providing public goods and services while addressing complex problems. Through a linkage with the public policy literature, this research empirically explores the importance of a collaborative window, the involvement of a collaborative entrepreneur, and the centrality of nonprofit and citizen relationships within a collaborative subsystem of 17 national and local nonprofit organizations working to restore the coastal wetlands of Louisiana. Crosspollination of the collaboration and public policy literature allows for deeper insight into the theoretical and practical impacts regarding preconditions that support collaboration. Guidelines are offered to help nonprofit administrators assess alignment of initial conditions with collaborative viability. [ABSTRACT FROM AUTHOR]

The central message of my article is contained in the title: 'If organizations are from Venus and businesses are from Mars, can branding be the bridge? A seven-step guide to stellar partnerships'. Fundamentally different in character, temperament and priorities, UN/NGOs and businesses have traditionally been cautious, even suspicious of one another. The article focuses on partnerships as an emerging discipline and aims to establish new rules of engagement between business and organizations. However counter-intuitive, our thesis is based on this insight: as brands are fundamentally about relationships, branding can be the bridge to trust and accountability, shockingly the chief components reported lacking in public-private partnerships today. The seven-step guide that follows is fully grounded in well-established brand-building principles. [ABSTRACT FROM AUTHOR]

Under increasing pressure from consumers to be socially responsible, more brands than ever are engaging in cause-brand alliances. Two challenges facing brands are how to choose a nonprofit partner for the alliance and the impact of the brand's perceived motivations for engaging in the alliance on consumers' responses to the alliance. Using a theoretical framework based on the congruity theory and the theory of reasoned action, this study examines the influence of consumer cause involvement, perceived brand motivations and cause-brand alliance attitude on consumers' intentions to purchase the product associated with a cause-brand alliance. Hypotheses were tested in the context of mock cause-brand alliance press releases in an online survey administered to 742 US college students. Findings indicate that perceived brand motivations partially mediate the relationship between cause involvement and cause-brand alliance attitude, and that cause-brand alliance attitude positively influences purchase intentions. Managerial implications are discussed. [ABSTRACT FROM AUTHOR]

The aim of the present study is to investigate the role of awareness of for-profit versus non-profit brands in consumers' perception of cause-related products linking two brands in a co-branding strategy. The intention is to determine which partner's brand awareness plays the most important role in improving positive perception of the cause-related programme and product in branding initiatives of this kind. The study has a 2 (profit brand awareness: high; low) × 2 (non-profit brand awareness: high; low) between-subject experimental design. The results reveal significant interaction between awareness of for-profit and non-profit brands in defining consumers' willingness to pay for the cause-related product and the key impact of awareness of the two partner brands on the likelihood that consumers will make a purchase. [ABSTRACT FROM AUTHOR]

Through a case study approach, this article explores how non-profits can effectively participate in joint ventures with larger, for-profit institutions. In addition to offering a new product or service, these partnerships should build the brands of both organizations. The similarity between for-profit business joint ventures and non-profit joint ventures is examined. The author compares two non-profit joint ventures - one successful and one unsuccessful - to demonstrate the importance of several aspects of joint ventures. Just as in business ventures, non-profits must carefully select their partners, have a clear understanding of roles and responsibilities, engage in open communication, and have a written charter of each partner's roles and responsibilities. Most importantly, non-profits must ensure that they are treated as equal partners and that their brand is reinforced in any communication to their stakeholders. [ABSTRACT FROM AUTHOR]

Something in our world has gone badly wrong. Imaginative partnerships between corporates, organizations and governments, that may well develop brands in the process, are one way to help solve these challenges. [ABSTRACT FROM AUTHOR]

Company-cause fit has been one of the major issues in the domain of corporate social responsibility. This study tries to expand the perspective from company-cause to company-non-profit organization (NPO) fit, and it gives implications to firms looking for long-term collaboration with an NPO. Specifically, it suggests three types of fit, i.e., familiarity, business, and activity fit and investigates the potential effects of these fits in social alliances between companies and the partnering NPOs on consumer attributions of the firms' motives for the alliances. An experiment that used scenarios revealed that consumers perceive high-fitted alliances on the dimensions of the familiarity and activity fit as being more public-serving than low-matched ones. However, the consumers' attribution of the motive is not different between the high and low business fit. The implications of the research results are discussed from an academic and practical standpoint. [ABSTRACT FROM AUTHOR]

Brand alliances long have been used in the private sector and are increasingly utilized by nonprofit organizations. Brand alliances are assumed to benefit both organizations, particularly the focal nonprofit organization that strategically forms the partnership. Both private and nonprofit organizations must be careful in selecting a partner. Partner public reputation was systematically varied using created organizations and a positive reputation enhanced willingness to contribute. Nonprofit organizations with a positive reputation were found to be slightly more desirable as a partner in strategic alliances when compared with private organizations. [ABSTRACT FROM AUTHOR]

This article reports on a three year case study and interview project of a federal initiative to help low income students access college called individual development accounts (IDA). The study focused on partnership development between community agencies that offer IDAs and postsecondary institutions, examining challenges and facilitators. A set of challenges are identified as well as strategies for overcoming the obstacles. The results also suggest underlying reasons for challenges: (a) postsecondary institutions being hesitant to partner with community agencies that they perceive as having limited assets and prestige (essentially disempowered) and (b) community agencies lacking familiarity with the higher education environment. [ABSTRACT FROM AUTHOR]

The article offers news briefs related to veterinary dentistry. The American Veterinary Dental Society, Foundation for Veterinary Dentistry and the Veterinary Dental Forum have merged under the Foundation for Veterinary Dentistry name on January 1, 2016. It announces that the next Veterinary Dental Forum will be held in Minneapolis, Minnesota on September 29 to October 2, 2016. Dentist Annie Mills will serve as president of the Academy of Veterinary Dental Technicians (AVDT).

The article discusses ways in which research or scholarly publications can comply with the open access (OA) policies of Canadian funding agencies. Particular focus is given to funding agencies' newly adopted policy on federally funded peer-reviewed journals, as well as nonprofit Canadian Science Publishing's (CSP) stance on OA. Also discussed open access repository, partnership between CSP and University of Toronto Libraries' TSpace, and the new OA journal "Arctic Science."

The article offers news briefs related to works on oral history in East England. Topics discussed include Juliana Vandegrift's recording of a group of retired Gurkha veterans in Colchester and the collection of oral histories by villagers in Sturmer. Also mentioned is information on the partnership of the Stevenage Museum with the Dacorum Heritage Trust for an online learning resource and the Silver End Heritage Society's deposited recordings from a Heritage Lottery Fund (HLF) project.