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Management and Sustainability

Understanding the day-to-day functions of networks and partnerships

Much has been written about the self-organizing nature of networks. And it is true that individuals and institutions often come together for a common purpose without an external entity mandating the collaboration. We believe that at the heart of networks and partnerships are people and institutions choosing to work together. Ideas are generated. Projects proposed. Activities implemented. Learnings documented and shared to spark new ideas and begin the cycle over again. However, these processes do not occur automatically. Projects may miss deadlines, cause frustrations, and undercut the feelings of respect and appreciation that may have attracted members in the first place.

Joining a knowledge network or a partnership entails a long-term commitment to collaborative effort. In order for these to exist at all, careful attention must be given to how staff from member organizations will interact. This attention must go beyond what tools they will use to communicate. It must also include an appreciation for the varying communications styles of staff in member organizations. It must include the establishment of ground rules for responding to ideas and criticism. It must tackle the difficult issue of managing conflict. The skills of forming and working within virtual teams are essential. Without attention to these details, it is impossible to either achieve project objectives or to maintain the long-term health of the network or partnership.

Meanwhile, network and partnership managers need to be able to focus on the everyday operations so that the participants are supported in their work. Everyday operations of the network include project management, implementation of the communications and engagement strategies, facilitation of communications among members (including infrastructure development among members where necessary), management of human resources and financial resources, and evaluation and reporting to funders.

Key contributions

• Typologies for Partnerships for Sustainable Development and for Social and Environmental Enterprises: Exploring SEED winners through two lenses (Report for the SEED Initiative Research Program) (2008) (PDF - 227 kb)
  Creating a comprehensive typology of partnerships is problematic, because of the extreme variety of forms and shapes that these partnerships take. Nor has there been sufficient exploration of critical success factors for different types of partnerships. This paper suggests that, in order to help local-level partnerships achieve their goals, the experience of social and environmental enterprise has much to offer.

• Critical Success Factors and Performance Measures for Start-up Social and Environmental Enterprises (Report for the SEED Initiative Research Program) (2008) (PDF - 256 kb)
  Eight critical success factors and fourteen performance indicators identified through this investigation form the basis for a robust rapid assessment process for social and environmental enterprises. Such a process can be self directed by the enterprise leaders, to determine in the early stages of their development whether they have the critical elements in place for successful growth.

• Scale-up and Replication for Social and Environmental Enterprises (Report for the SEED Initiative Research Program) (2008) (PDF - 171 kb)
  This paper explores how the international development community approaches scale-up and replication and, in particular, its role in supporting start-up social and environmental enterprises to expand both their business and their social and environmental impact.

• Sustainability of International Development Networks (PDF - 225 kb)
  A review of the experience of the International Development Research Centre in developing and sustaining networks. Sustainability is explored across four dimensions: time, relationships, resources and relevance.

• What to Consider in Creating a Strategic Alliance (2006) (PDF - 164 kb)
  Institutions that have formed an alliance must do more than simply work separately on issues of common interest and meet occasionally to discuss their findings. As they begin to work together, they should seek to foster increased levels of shared functions, policy positions and actions.

• Form Follows Function: Management and Governance of Knowledge Networks (2001) (PDF - 647 kb)
  Particular attention is paid in this paper to the function of network coordination and the role and responsibilities of the coordinator.

• Helping Knowledge Networks Work (2001) (PDF - 307 kb)
  This paper addresses the key competencies that organizations must possess in order to work effectively in networks. IISD has found that leadership of the management and project teams is one of the most critical indicators of long-term network success. This leadership demonstrates itself through the establishment of consistent procedures for teams that allow them to contribute their skills and knowledge. These procedures will reflect the nature of network activities as well as the national, organizational and functional cultures of the organizations involved.

• Hidden Assets: Young Professionals in Knowledge Networks (2001) (PDF - 429 kb)
  The success of networks may be due in large part to the underappreciated role of young professionals within the network. This paper examines the roles that they play to determine what their contributions are and what they gain from the network experience; to uncover obstacles in their work; and make recommendations to strengthen their participation.

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