Mutuality and equitable engagement will not exist if southern partners expect developed countries to simply transfer their technological competitive advantage(Brinkerhoff 2002).
Organizations are more learning to form a multitude of collaborative relationships, including strategic alliances (Bamford, Gomes-Casseres, & Robinson, 2002), partnerships, joint ventures (Child, Faulkner, & Tallman, 2005; Marks & Mirvis, 2011), and trans-organization networks (Clarke, 2005; Cummings, 1984).
When organizations work together, they are able to develop and fulfill much broader visions by tapping into each other's resources and expertise (Cooperrider & Dutton, 1999; Huxham & Vangen, 2005).
In spite of good intentions and dedicated resources, collaborations do not come easy or naturally (Cummings, 1984); they are messy and difficult (Gray, 1989; Huxham & Vangen, 2005).
By allowing the stereotypically marginalized groups/people/partners to be given a voice in both naming local issues and having control over decisions that affect them, more equal and sustainable partnerships can be made.
The most intractable yet critical challenge in the pursuit of collaboration in natural resource management is to engage the most powerful stakeholders in analysis of the causes and alternatives to conflict.
Networks and partnerships can be prime vehicles for incorporating multiple stakeholders, directly or indirectly, in a cooperative venture's goals, decisions, and results.
Network development, partnership, and collaboration have been proposed to enable organizations to understand and respond to complex problems in new ways (Cummings, 1984; Gray, 1985).
Khan and colleagues (2004) report that in Africa, the provision of adequate financial and technical resources are key to any sustainable co-management.
In addition, in Africa, family worries, poor internet infrastructure and the high cost of international calls limit collaborative partnerships.
[11][12] In the Caribbean, CANARI (1999) states that the implementation of participatory decisions and management actions requires not only political support but also adequate technical and financial resources.
By accidentally or even purposefully excluding marginalized groups from decision-making conversations, partnerships can miss out on the opportunity to more creatively define and tackle local issues.
Collaborative partnerships between businesses generate higher levels of productivity and revenue when there is stable, bidirectional communication between parties.
With the shared goal of quality patient care a collaborative partnership was formed, a grant proposal was written, and a research program was established.
The success of this program will be dependent on the ability and commitment of the university and DFHCC to provide “the time, energy, persistence, and flexibility” required for maintaining it.