Collaboration between voluntary sector organisations involving shared back office services has been promoted as a means of reducing overheads at a time of financial constraints. This article draws on the learning from a feasibility study conducted for a consortium of infrastructure
organisations that involved a review of existing experience, interviews with consortium members and external stakeholders, and discussion of case studies. The author found that, despite acknowledging the advantages of sharing back office services, members of the consortium opted to maintain
their existing arrangements. The article considers the reasons for this decision, highlighting the importance of relationships between organisations in assisting – or inhibiting – productive collaboration.
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