The Partnership Society -- A Framework for the Analysis of Partnerships -- Stage One: Partnership Formation -- Stage Two: Partnership Implementation -- Stage Three: Partnership Outcomes -- Reclaiming Responsibilities.

The widespread partnering phenomenon in the US and the UK spurred a significant amount of literature focusing on its strategic use. The Politics of Partnerships diverges by examining if partnerships can deliver benefits that extend beyond the organisational to the societal level resulting from the intentional combined efforts of the partners. The book offers under the chronological stages of formation, implementation, outcomes a critical examination and proposes a holistic framework for the study of partnerships allowing for observations beyond any single stage. ‘Finally! Seitanidi has given us a map to navigate the brave new world of partnerships. Discussions of nonprofit-business partnerships have had too much rhetoric and too little reality. Seitanidi abandons happy talk and digs into the truth. The striking contribution of The Politics of Partnerships is the toolbox of concepts it gives us for making sense of nonprofit-business partnerships’ Thomas Donaldson, Mark O. Winkelman Professor, Wharton School, University of Pennsylvania ‘The Politics of Partnerships gives us a much-needed reality check highlighting the strengths and weaknesses of cross-sector collaborations in a world where boundaries seem to be fast disappearing. It provides significant new insights based in rich in-depth cases into what Seitanidi calls the ‘overt functional conflict,’ or the specific kinds of conflicts that partners in different sectors can run into. If you are interested in collaborations, this book is a must read.’ Sandra Waddock, Galligan Chair of Strategy, Professor of Management, Boston College ‘Despite large interest in the possible role of partnerships in organizational strategies, empirical evidence that considers the complexity of the formation, implementation and outcomes is scarce. Through in-depth analysis in comparative perspective, this timely book provides much food for thought suggesting cooperation can also be accompanied by conflict.’ Prof.dr. Ans Kolk, University of Amsterdam Business School ‘Seitanidi's book is a valuable asset for the leaders of business and non-profits, revealing the complexities in partnerships and building a framework for the successful implementation of collaborative models - an imperative within our increasingly globalized world.’ Hans Ulrich Maerki, Senior Fellow of Advanced Leadership, Harvard University (retired Chairman of IBM Europe Middle East Africa)