The co-existence of any group of people anywhere in the world requires some form of inter-organizational administration, division of labour and partnership with inter-organizational collaboration in order to maintain the existence of the group. The concept of public good also indicates that there are some services that are utilized by all members which are efficient and effective when provided for centrally. The establishment of pubic enterprise and corporations outside the regular administrative framework of inter-organizational in Nigeria was a by product of the traditional British concept of the civil service as a body of ill equipped and ill-filled, both in outlook and orientation, for the managerial functions of commercial organizations. At the heart of theoretical and empirical work on partnership is the notion that inter-organizational collaboration often depend on such to deal with non-routine aspects of work. Partnership is a robust predictor of group and organizational performance (Podsakoff, Mackenzie, Paine & Bachrach, 2000) and has become more important in light of work movement toward greater employee involvement and human resource flexibility within inter-organizational collaboration.

Recently, there has been a shift from inward-looking strategies to the outward-looking strategies of extended enterprise relationships (John, 2002). Inter-organizational collaboration are networks of resource inter dependencies. It includes suppliers,buyers, government agencies and other external organizations that are critical to the success of the organization. Organizations seek out inter-organizational collaboration that provide critical resources, such as raw materials, labour, access to markets, specialized skills and knowledge, and will structure their internal operations to insure access to these critical resources. The primary objective of any organization is to achieve the goals for which it was established. Nevertheless, the achievement of the goals depends largely on the maximum utilization of the human and material resources of the organization. The full utilization of the human resources of any establishment depends mainly on the kind of inter-organizational collaboration and industrial relations prevalent in the Organization. Hundreds of partnerships have been formed worldwide during the past two decades.

Some of them lasted only a short period; others have been operating a long time. Some concentrate on narrow local targets while others ambitiously try to co-ordinate broad policy areas. There are partnerships primarily oriented towards business circles and others focused on labour market or social issues. Many studies have been carried out on the subject, which demonstrate that inter-organizational collaboration is a valuable instrument or organizational model to overcome weaknesses of the policy and governance framework. Nonetheless, inter-organizational collaboration face several obstacles: they are difficult to set up and maintain, they require political will and resources, and results not likely to come overnight.

Partnership is an arrangement where parties, known as partners, agree to cooperate to advance their mutual interests. The inter-organizational collaboration may be individuals, businesses, interest- based organizations, schools, governments or combinations. Partnership is a collaborative relationship between entities to work toward shared objectives through a mutually agreed division of labour. According to the Community Foundation for Greater Atlanta (2015), inter-organizational collaboration are defined as cooperative, collaborative relationships that exist between two or more independent nonprofits to increase administrative efficiency and/or programmatic impact through shared resources.
Much of the academic debate on partnership as bemoaned the lack of shared definition of the term (Powell and Glendinning, 2002; Sullivan and Skelcher, 2002). This is partly because it is the sort of term that has been deployed by many of its users to mean simply what they want it to mean. As Powell and Glendinning (2002:2) put it “use of the term has been promiscuous, with positive moral overtones”. It often seems to mean a general aspiration, voiced usually by national politicians, to see less conflictual, potentially synergistic relationship between the state/public sector, and both the private and third sectors.
Inter-organizational collaboration suggests at least two agencies with common interests working together in a relationship characterized by some degree of trust, equality, and reciprocity. The Audit Commission defined partnership as joint working involving otherwise independent bodies cooperating to achieve a common goal, involving sharing relevant information, risks and rewards (Audit Commission, 1998). Thus inter-organizational collaboration is commonly defined in opposition to contractual-or indeed market based –relationships, where the latter have generally been conceived as „principal-agent‟ relationship, generally assumed to mean adversarial relationship and low trust (Powell, 2007). Inter-organizational collaboration involves some form of joint-ness not necessarily a relationship of equality, but certainly not one of dominance, (Bolvaird & Edwards, 2010). There are three types of inter-organizational collaboration arrangements: General partnership (profits, liability and management duties are divided equally); Limited Partnership (partnership with limited liability) and Joint Ventures (joint partnership for a limited period of time).

Inter-organizational collaboration has far reaching implications for the enterprise culture of an organization. Inter-organizational collaboration, as constructed to the more circumscribed concept of teamwork, cuts across organizations, divisions, departments and working groups. It also involves more than just cooperation; it requires the ability and willingness to creatively share ideas and knowledge and to create new knowledge with others.

TABLE OF CONTENTS

Title page

Certification

Dedication

Acknowledgement

Table of Contents

Abstract

CHAPTER ONE: INTRODUCTION

• Background to the study
• Statement of the Problem
• Research questions
• The Objectives of the Study
• Significance of the Study
• Scope of the Study
• Operational Definition of Terms

CHAPTER TWO: LITERATURE REVIEW AND THEORETICAL FRAMEWORK

2.1 Review of Related Literature
2.2 Empirical Studies
2.3 Theoretical Framework

2.4 Review of Relevant concept
2.5 Summary of the literature

CHAPTER THREE: METHODOLOGY

3.1 Research Design

3.2 Population of the Study

3.3 Sample Size and Sampling Techniques

3.4 Research Instrument

3.5 Validation of the Research Instrument

3.6 Reliability of the Research Instrument

3.7 Research Procedure

3.8 Methods of Data Analysis

CHAPTER FOUR: RESULT AND DISCUSSION OF FINDINGS

4.1 Data presentation and analysis

4.2 Testing of hypothesis

4.3 Discussion of finding

CHAPTER FIVE: SUMMARY CONCLUSION AND RECOMMENDATION

5.1 Introduction

5.2 Summary of Study

5.3 Summary of Major Findings

5.4 Recommendations

5.5 Limitation of the Study

5.6 Suggestions for Future Research

References

Appendix

List of the Tables       

4.1 Analysis of Research Questionnaire Administered

4.1 Distribution of Respondents by Sex

4.2 Age Distribution

4.3 Marital Status Distribution

4.4 Educational Qualification Distribution

4.5 Years of Service Distribution

4.6 Research Question One

4.7 Research Question Two

4.8 Research Question three

4.9 Research Hypothesis One

4.10 Research Hypothesis Two

4.11 Research Hypothesis Three

 

request for free research topic, material at cheaper price

request for free research topic, and pay for material guide at cheaper price