Institutional antecedents of partnering for social change: How institutional logics shape cross-sector social partnerships

This article explores how institutional logics influence the formation and management of cross-sector social partnerships (CSSPs) aimed at addressing complex social problems. It proposes a theoretical framework identifying four CSSP styles based on dominant institutional orientations and coherence within a field. The paper argues that successful partnerships require aligning intervention models and leadership styles with prevailing institutional logics, emphasizing either business soundness or social value, to achieve social change effectively.