Dealing with opposition in partnership development processes

Abstract

This article reflects findings from action research approached PhD case study, that highlights the need for legitimate planning and leadership functions to succeed in partnership development processes. The study focuses on a particular case of partnership development among actors from the public, private, and volunteer sectors. This case initially concerned a 9-year-longitudinal process of developing a community arts center in a rural region of Western Norway. One of the main findings of this research identifies the political oppositional challenges such a process faces through its different stages, actual challenges that threaten the vital legitimacy of planning and leadership functions all the way. The paper contributes important knowledge, insights and awareness to those dealing with related partnership development processes.