1. William Brown Texas A&M University

2.  Defining the Operational Context  Perspectives on the “problem”  Performance Objectives  Opportunities for Cooperation & Competition  Drivers Awareness, Motivation, Capability Frames of Engagement - We vs. Me Five Forces  Predictions on Organizational behavior

3. SocialPolitical Example activities Community building, public education Advocacy and lobbying Beneficiary engagement Direct & indirectIndirect Target Individual & group Political or economic entities Nature of transformation Information & Relationship Advocacy methods Output Number engaged Number of issues addressed Public Benefit Outcomes Social capital and norms Influence social structures Institutional Outcomes Legitimacy & Relationship Strength Preferential treatment

4.  Worldview Definitions of the social problem Definitions of the desired outcome

5.  Public Benefits Social capital among stakeholders Social norms align with worldview Influence social structures  Institutional Benefits Legitimacy of organization Relationship strength with organization Preferential treatment

6.  Worldview Problem definition  Public Benefit Outcomes  Common beneficiaries  Common targets of activity  Tactical activities relate  Institutional Benefits relate

7.  Awareness Who else is operating in similar space?  Motivation What do we hope to accomplish in this domain?  Capacity What limitations do we confront, what assets to we control?

8. Competitive FrameCooperative Frame Resource Striving Desire for material goods and resources Reciprocation Need Return to others, fairness Status Seeking Status, legitimacy as end in self Group Identity Desire to belong, give advantage to those in the group Loch, C. H. Galunic, D.C. & Schneider, S. (2006). Balancing cooperation and competition in human groups: the role of emotional algorithms and evolution. Managerial and Decision Economics 27(2-3): 217-233

9.  Barriers to Entry  Threats of Substitutes  Bargaining power of “buyer” – Target  Bargaining power of supplies  Rivalry among existing Players

10.  Competition and/or cooperation is driven by awareness of organizations operating in a similar operational space  Similarity of operational space is defined by Common beneficiaries Common targets of organizational activity Tactics utilized are related or redundant (substitutable) Common Public benefit outcomes

11.  There are different perspectives on the social problems Cause, prevalence, etc.  There are contradictory public benefit outcomes  When definitions to operational space and social issue are central to the identity of the organization  Organizational benefits are salient  Organizational capacity facilitates independent action

12.  There are common perspectives on the cause of social problems  There are common public benefit outcomes  When definitions of operational space and social issue are not central to the identity of the organization  There is a interpersonal relationship among key players  There is a perceived common bond among actors  Organizational benefits are minimized  Organizational capacity is constrained

13.  Strong identity or reputation of organizational actor Barrier for others to engage in a competitive nature  Alliance of beneficiaries to organizational actor (switching) Strong alliance increases cost  Tactical methods have significant cost (Social capital)