In this paper, I address a number of the issues that lie behind the development of partnerships between government, business and the voluntary and community sector in England. I identify the main driving forces that lie behind these developments; move on to assess what the partners bring to the relationship and then explore what some of the consequences have been both for the partners themselves and for the wider public. In my conclusions, I sketch a number of ways in which the relationship might develop and point to a number of potential sources of stress.

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To date, there are little or no examples known of real integrative and sustainable partnerships between companies and voluntary organisations in the Netherlands. It is concluded that besides a Direct approach to these partnerships, a unique Dutch or Indirect approach is taken in which local mediators bring companies, voluntary organisations and the local government together. A set of common characteristics regarding partnering perspective, barriers and success factors, is introduced as a basis to interpret and compare both perspectives. It is stated that both a (lacking) definition and (lacking) success factors are at the basis of understanding and overcoming barriers to a partnerships’ evolution.

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This paper reflects on the necessity of cross-sectoral partnerships and criteria for their success from the perspective of a practitioner who has been involved in international exchange for nearly four decades. There are many reasons for the increased need seen worldwide for partnerships between civil society, government, corporations, and others, but the most significant factor is the impact of globalization. Simply repeating the mantra of “partnerships,” however, will not result in their actualization. The development of partnerships requires strategic thinking, a proper mindset, and a good deal of hard work. The article points to a number of specific prerequisites for creating effective partnerships. The first is autonomy. Without autonomy, an organization or individual cannot form effective partnerships. On the other hand, by partnering with many organizations or individuals rather than forming a one-on-one partnership, the autonomy and independence of an organization can be maintained. The second prerequisite is expertise. Partnerships between organizations that have complementary areas of expertise will produce a higher quality of activities. Third, trust between the individuals involved in the partnership is critical. While there are always certain difficulties involved in working with people outside one’s immediate circle, those difficulties are more than compensated for by the creation of human networks built on trust between individuals who are striving to address common objectives.

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昨今，地方分権などを背景に地域が注目されるなか，その運営に関心が集まっている．自治体は長らくその中心的主体と位置づけられてきたが，ニーズの多様化や財政危機などから“撤退”を余儀なくされ，代わって期待を寄せられているのがNPOである．しかし理論面においては，地域経営論が十分体系化されているとは言い難く，マーケティング概念の導入についても有効性を指摘されるにとどまり，包括的な枠組み構築の試みはなかった．本稿では，マーケティングを「顧客満足を理念としながら顧客の創造と維持の仕組みをつくる機能」と定義した上で，鎌倉市の事例から抽出した3要素，（1）自治体マーケティングの新展開，（2）〈公設市民運営型〉中間支援組織による新たなマーケティング機能の創出，（3）中間支援組織のマーケティング機能による結節組織たるNPOのマーケティングのネットワーク化，で構成される自治体・NPO・中間支援組織による都市部地域運営で有効な"マーケティング・ネットワークの〈基本〉モデル"を導出し，〈包括〉モデル構築のための今後の課題を整理した．

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Charitable giving is considered to be an important mode of civic activity indispensable to a truly sound democracy. Although the Great Hanshin Earthquake in 1995 helped raise public awareness of the important role nonprofit organizations play in social betterment, Japanese giving behavior is still less active compared to that in other developed countries. Through a comparative analysis of giving culture in Japan and the United States, this paper identifies several explanatory factors behind the weak culture of philanthropy in Japan and presents five policy and management strategies to encourage charitable giving among Japanese people.

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