ABSTRACT
Given the array of causes and issues confronting social institutions, along with mounting pressures for these social institutions to respond to large-scale societal problems (Margolis & Walsh, 2005; Parker & Selsky, 2004), it is useful to inquire into the reasons behind decisions to join cross-sector partnerships supporting social causes. This chapter examines some of the preconditions or antecedents of involvement in interorganizational linkages. First, I review and distill the major theoretical explanations for the formation of interorganizational relationships in general, with a more specific emphasis on motivations for CSSPs as a subset of such relationships. The result is an overarching framework that incorporates and synthesizes the various existing theoretical approaches or rationales commonly referenced in the literature: Efficiency (Williamson, 1975), Resource Dependence (Pfeffer & Salancik, 1978), Legitimacy (DiMaggio & Powell, 1983), Leverage (Austin et al., 2004), Mutuality (Brinkerhoff, 2002), and a Domain focus that treats the issue or problem itself as an organizing principle (Trist, 1983). Then, I provide evidence from the study of LEAD. Using data primarily from extensive interviews, I analyze organizations’ motivations for participation in the network. Finally, I show where this new evidence mirrors or departs from established theoretical principles, and I suggest how the addition of universities may round out existing conceptions of CSSP formation.
