Alliance Management Capability of Entrepreneurial Nonprofit Organizations and Cross-sector Alliance Performance: An fsQCA Approach

An overarching configuration perspective of alliance management capabilities (AMC) is ignored in the realm of cross-sector alliance research. This study fills this gap by exploring how AMC underpin the successful and greater performance of cross-sector alliances. This study examines four dimensions of AMC that affect the performance of crosssector alliance, viz., social impact realizing, relationship coordination, power balancing and inter-organizational learning, from the perspective of nonprofit organizations (NPOs). Based on a survey to socially entrepreneurial nonprofit organizations and their cross-sector alliances in tourism industry in China, this study uses the method of fuzzyset qualitative comparative analysis (fsQCA) to investigate the connection between configuration of AMC and high alliance performance. The findings identify three solutions of different elements configuration of AMC leading to high cross-sector alliance performance. The findings have some theoretical contributions and practical implications for cross-sector alliance management.