Nonprofit organizations and the social services they provide have often engaged the attention of organizational scholars and practitioners. There is also a general perception of nonprofits as agents of social development in cases of public service failure. However, with the proliferation of many small nonprofits, their capacity for effective service delivery has been debated. Some have proposed cross-sector organizational partnerships (CSPs) as a means of assuring service effectiveness; however, such initiatives have been limited and not well understood in Nigeria. This study used a qualitative case study approach to focus on a CSP involving a nonprofit vocational training institute and 4 multinational companies in Nigeria. A purposeful sampling method was used, which emphasized participant experience and knowledge relevant to the study. Data were obtained from organizational records and participant interviews from a sample size of 10. An open-system theoretical lens was used as guide to answer the research question about the key elements of CSPs that support social service delivery by nonprofit organizations in Nigeria. Data analysis included coding, categorization, patterning, detailed description, and interpretation of the data. Categorical elements that increased institutional capacity of nonprofits or facilitated partnership management and government policy were found to be the key support to social service delivery. The results clarify links between CSP and social service delivery, and potentially aid synergy of action across sectors, in advancement of policy formulation and social service delivery.

The current academic literature is inadequate on the possibility of applying a typological model of effective cultural integration within the context of public-private partnerships, particularly when governments collaborate with multinational corporations. Using Schein's organizational cultural framework as the foundation, the purpose of this case study of a partnership between a West African government and a multinational petroleum corporation is to understand clearly how synergistic cultural integration coupled with statutory requirements could catalyze public-private partnership success. Data for this study came from interviews with American or Nigerian individuals who were familiar with the partnership in the West African country, a review of documents related to the partnership, and observational notes compiled during interviews. The Organizational Cultural Assessment Instrument inspired the interview questions. Data was coded and analyzed using a modification of Strauss and Corbin's 3-tiered analytic procedure. Key findings revealed the need for culturally based positive change dynamics to maximize evolving partnership growth and success. There were also indicators that an effective cultural integration synergistic typology would propel evolving competitive service delivery, efficient policy implementation, workforce motivation, economic and financial profitability, efficient communication channels and technological innovativeness, managerial and administrative expertise. The knowledge of organizational cultural integration dynamics is useful to academicians, public administrators, policy makers, and executives in structuring public and private partnerships in a culturally sensitive way for long-term organizational growth and success.