This dissertation presents the findings of an exploratory collective case-study examining corporate innovations arising from voluntary dyadic engagement between UK firms and nonprofit organisations (NPOs) focused on social issues. Whilst the extant literature demonstrates that pro-active engagement with NPOs can assist firms innovate, there has been no empirical work which explores the relationship between the engagement and the innovation outcome: a gap which this research addresses. In doing so, it illustrates how concepts and constructs from the innovation management literature can be applied usefully to the stakeholder and cross-sector collaboration field. To date, empirical studies addressing firm-NPO engagements have concentrated overwhelmingly on partnerships to address environmental issues. This study provides insights into cross-sector engagements focused on addressing social issues. Using a form of analytic induction to evaluate qualitative case-data from ten dyadic engagements, this dissertation addresses the question: “how do firms innovate through engagement with social issues nonprofit organisations?” The research found that product and service innovations resulted from engagements where the firm had an external stakeholder orientation and was focused on delivering tangible demonstrations of corporate responsibility. Process innovations, by contrast, were produced from engagements where firms had an internal stakeholder orientation. Two distinctions were noted in the innovation process, too. Firstly, a more exploratory approach to dyadic engagement activities, which resulted in an emergent innovation process; and secondly, a focused and pre-determined search activity to exploit the resources of the nonprofit partner which demonstrated a more planned innovation process. In addition, two distinct boundary spanning roles were identified: in dyads with no direct management involvement in the engagement, the role was associated with formal responsibilities from senior management to „manage‟ innovation opportunities and outcomes. In dyads where senior management were involved, there was no such formality; the boundary spanner acted to „facilitate‟ search and exploration to locate opportunities for innovation through idea exchange. The application of innovation constructs to the business and society field has enabled firm engagement with nonprofit stakeholders to be examined through a new lens and demonstrated how firms innovate from such relationships. In particular it has highlighted the key role played by the firm boundary spanner (relationship manager) and how this role alters depending on senior management involvement: a distinction which has not been made in the extant literature and would benefit from further examination.

This dissertation presents the findings of an exploratory collective case-study examining corporate innovations arising from voluntary dyadic engagement between UK firms and nonprofit organisations (NPOs) focused on social issues. Whilst the extant literature demonstrates that pro-active engagement with NPOs can assist firms innovate, there has been no empirical work which explores the relationship between the engagement and the innovation outcome: a gap which this research addresses. In doing so, it illustrates how concepts and constructs from the innovation management literature can be applied usefully to the stakeholder and cross-sector collaboration field. To date, empirical studies addressing firm-NPO engagements have concentrated overwhelmingly on partnerships to address environmental issues. This study provides insights into cross-sector engagements focused on addressing social issues. Using a form of analytic induction to evaluate qualitative case-data from ten dyadic engagements, this dissertation addresses the question: “how do firms innovate through engagement with social issues nonprofit organisations?” The research found that product and service innovations resulted from engagements where the firm had an external stakeholder orientation and was focused on delivering tangible demonstrations of corporate responsibility. Process innovations, by contrast, were produced from engagements where firms had an internal stakeholder orientation. Two distinctions were noted in the innovation process, too. Firstly, a more exploratory approach to dyadic engagement activities, which resulted in an emergent innovation process; and secondly, a focused and pre-determined search activity to exploit the resources of the nonprofit partner which demonstrated a more planned innovation process. In addition, two distinct boundary spanning roles were identified: in dyads with no direct management involvement in the engagement, the role was associated with formal responsibilities from senior management to „manage‟ innovation opportunities and outcomes. In dyads where senior management were involved, there was no such formality; the boundary spanner acted to „facilitate‟ search and exploration to locate opportunities for innovation through idea exchange. The application of innovation constructs to the business and society field has enabled firm engagement with nonprofit stakeholders to be examined through a new lens and demonstrated how firms innovate from such relationships. In particular it has highlighted the key role played by the firm boundary spanner (relationship manager) and how this role alters depending on senior management involvement: a distinction which has not been made in the extant literature and would benefit from further examination.

Charitable nonprofit organizations are growing in number and scope, but the body of literature and knowledge about communication within these organizations is limited. Today, charitable organizations face a flurry of economic and environmental factors that challenge their continued survival: growing community needs, mounting funding cuts from all segments of government, increased competition for funding, a limited pool of dedicated community leaders to serve on boards, decreased charitable giving for some causes, and persistent calls for greater accountability. As nonprofits explore new ways of coping with these socioeconomic pressures---such as reorganization, consolidation, mergers, and management service organizations---there is a clear need for applied communication research on organizational change in nonprofit settings. This research explores the unique issues nonprofit organizations face when considering a specific form of consolidation---a management service organization---focusing on interorganizational communication among nonprofits and funders and the challenges faced during reorganization planning and implementation. In particular, this research explores communication processes both within and among the Neighborhood Family Center Coalition (NFCC) (a collaborative of nonprofit organizations), and the Juvenile Welfare Board of Pinellas County (JWB), a funder of these same organizations, as the members planned and developed a management service organization. Action research was the chosen methodology for this study due to the strong desire of the research participants to engage fully in planning, executing and analyzing this research. Working together, we co-generated the research questions for this study. Agreed upon areas for research included considerations and challenges in implementing the management service organization, the funder's role in guiding and assisting in the integration process, management and communication strategies implemented to mitigate the negative effects of this type of organizational change and/or to contribute to successful implementation of this type of integration model, and lessons learned that may benefit future JWB efforts, as well as funders and service providers in communities throughout the United States. The research team worked together to identify and develop appropriate research methods and protocols that included interactive interviews and ethnographic observation. Interviews were conducted with all members of the NFCC and key management staff from the JWB. The applicability of this research is of great importance to funding institutions, many which are taking on a more active role to stabilize or strengthen their funded programs, and more often today, through encouragement to consolidate. Results of this study also may lay the groundwork to support and engage nonprofit leaders considering consolidation as an option for their organizations.

Lack of trust between nonprofit organizations and the communities in which they are located is a well-documented problem in the academic literature. The nature of this mistrust is far less understood, and little is known how community-nonprofit collaborations can overcome these gaps in trust. Guided by Simmel's theory of trust, this study examined the role of collaborative trust between public and non-profit organizations with a focus on better understanding how trust evolves. The research questions focused on how trust was defined and the factors that enhanced and inhibited trust evolution within the context of collaborations between nonprofit organizations and communities. Data were gathered through structured, in-depth interviews with 14 staff and stakeholders, a focus group of 4 management committee members, and the examination of partnership documents.Data from the interviews and documents were inductively coded and then organized around key themes. The themes from the content analysis indicated that the 3 chief executive officers in the partnership embraced the concept of collaboration, invested time at trust building activities, and obtained stakeholder support. This study contributes to positive social change by providing information for policy makers and administrators of public and nonprofit organizations facing similar contexts about how the development of trust can remove the barriers and sustain collaboration to deliver social program services efficiently and equitably.