In our increasingly interconnected world, the challenges we face—be they social, environmental, or economic—are often too complex for any one sector to tackle alone. This is why cross-sector partnerships, which bring together the diverse strengths of businesses, governments, and civil society, are becoming ever more essential. Our recent study, published in the Journal of Management Studies, delves into how these partnerships can effectively manage their inherent complexities through the lens of Practice-Driven Institutionalism. 

The Complexity of Hybrid Organizations 

Hybrid organizational arrangements, like cross-sector partnerships, must integrate diverse institutional logics, values, and goals. This integration is no small feat, as each sector comes with its own way of operating and its own priorities. Businesses strive for efficiency and innovation, governments aim for stability and regulation, and civil society pushes for social betterment and justice. Our study illuminates how partnerships navigate these differences through a cyclical journey of collaboration—oscillating between motivation and fatigue. 

The Dance of Collaboration and Fatigue 

In examining three cross-sector partnerships, our research identified a pattern in which collaboration ebbs and flows. Periods of strong motivation may be followed by fatigue, when the enthusiasm wanes, and challenges surface. Key to managing these cycles are three sets of interdependent practices: embracing, orchestrating, and opposing complexity. 

Embracing practices are crucial for fostering innovation and creativity. They involve recognizing and valuing the diverse perspectives each sector brings to the table. By doing so, partnerships can create a shared understanding and pursue a common goal that transcends individual interests. 

Orchestrating practices focus on maintaining balance among partners, facilitating communication, and ensuring that each sector’s contributions are aligned with the partnership’s objectives. This requires skillful management to bridge institutional divides and promote a cohesive effort. 

Opposing practices, on the other hand, serve to protect a partner’s core values and identity against possible dilution. While potentially leading to tension, they are vital for ensuring that essential principles are upheld and that each partner remains committed to their sector’s interests. 

Avoiding the Valley of Partnership Death 

One of the critical insights from our research is that while collaboration fatigue can lead to challenges, it is not necessarily a “valley of partnership death.” By recognizing the inevitable ups and downs of collaboration, leaders can take proactive steps to ensure that fatigue does not become a permanent state. 

For practitioners managing these partnerships, maintaining focus on the overarching goals can help revive energy and commitment. This can be achieved by shifting attention away from procedural details and instead emphasizing the common purpose of the partnership. Developing narratives that celebrate past achievements and articulate future aspirations can re-engage partners and inspire renewed dedication. 

Building Resilient and Dynamic Partnerships 

The success of cross-sector partnerships relies on their ability to navigate the complex interplay of different practices. Managers should cultivate a mindset that views collaboration motivation and fatigue as both contradictory and complementary forces. By embracing change as a source of stability, they can guide their partnerships through the inevitable challenges and back towards productivity and impact. 

Our study emphasizes that partnership practices do not exist in isolation but grow within a wider ecosystem that depends on interdependence. By fostering orchestrating and embracing practices, managers can strike a balance that allows for higher levels of integration and collaboration, ultimately realizing the true merits of cross-sector partnerships. 

Conclusion 

In conclusion, cross-sector partnerships have the potential to address some of the most pressing issues of our time, provided they can effectively manage the dynamic interplay of motivation and fatigue. By understanding and leveraging the cyclical nature of partnership practices, leaders can ensure that their collaborations remain resilient and impactful. The insights from our study offer valuable guidance for those striving to maximize the potential of hybrid organizational settings, navigating complex challenges with agility and purpose.