The reference to business partnerships is interesting given recent trends in health care and social services. The use of the term “partnership” in health and social services is strongly influenced by policy and rapid policy changes. Because terms like “partnership” are closely related to politics, they can change over time and place as the context changes.  The most important element of this type of partnership is to recognize that organizations don`t work together – people do! A collaborative partnership is when a group works together in a common intellectual enterprise that brings together common interests, assets and professional skills to promote broader goals and outcomes for the benefit of the entire group. Cooperative partnerships between education and business benefit innovation and educational objectives. Companies benefit from unique academic solutions to real-world problems. Schools at different levels of learning receive funding, industry support and resources that would normally impact academic problems.  Unreliable funding can create significant barriers to cooperation between stakeholders. Khan and colleagues (2004) report that in Africa, providing adequate financial and technical resources is the key to any sustainable co-management.
In the Caribbean, CANARI (1999) notes that the implementation of participatory management decisions and measures requires not only political support, but also adequate technical and financial resources.  There are cases where collaborative partnerships develop between people from different fields to complement each other`s expertise. Relationships between cooperation partners can lead to long-term partnerships that depend on each other.  Partnerships are seen as agreements that can promote the pursuit of sustainable development. In this role, they provide a managerial response to the general ethical ideal of social progress. Cooperation agreements in which actors from two or more sectors of society (state, market and civil society) are involved in a non-hierarchical process by which these actors strive to achieve a sustainability goal. Partnership practices can be seen as both idealistic and structural specifications of this philosophy in a more operational governance paradigm. The key premises underlying this partnership paradigm can be summarized as follows: Organizations can enhance and support their joint efforts by participating in the eight practices listed below. These practices are driven by a number of factors such as leadership, trust, and organizational culture, which are necessary elements for a collaborative working relationship. I`m into sales, so working in partnership is the ultimate goal I aim for with each client. Every engagement within my organization begins with a shared conversation about how we will work together and the responsibilities each party associates with it. Our team brings its software development know-how to the project.
Our first goal is to discuss with our client partners the expertise they bring to the project and coordinate all of our skills (essentially identify the strengths of all team members and ensure that each member of the project team is able to take full advantage of their expertise). Next, we will discuss the steps that will be followed when creating the software project. We deliver our software in weekly iterations, allowing for intensive collaboration within the team. Everyone is well informed and all concerns are addressed daily by the team during our standing meetings. Our next steps are to create stories/features to complete every week. Stories/features are discussed and written by the team working on the stories and acceptance criteria. Once the stories are complete, we`ll show a demonstration of the finished software at the team`s weekly iteration meeting. Once the stories are accepted, the process begins again and a new weekly iteration is planned. By working and iterating at short (weekly) intervals, the communication process is maximized, concerns can be easily resolved, and all team members participate in the collaboration process. Collaborative agreements are not limited to altruism.
Reciprocity and equal commitment will not exist if partners in the South expect developed countries to simply transfer their technological competitive advantage (Brinkerhoff, 2002). A particular problem that arises in for-profit and academic partnerships has been the inability to reap the benefits of collaboration at the meso and macro levels. Although researchers, inventors and managers from the South involved in cross-border collaborative projects have benefited individually, these benefits do not lead to improvements in their organizations and institutions, which may reflect a problem of ability to act in the relationship (Alnuaimiet al. 2012). In general, partnerships for sustainable development are self-organized and coordinated alliances. In a stricter definition; these are collaborative arrangements in which actors from two or more areas of society – be they the state, the market and civil society – are involved in a non-hierarchical process by which these actors strive to achieve a sustainability goal (Glasbergen et al. 2007). Recently, partnerships have been established to solve societal problems, based on a formalized commitment to some extent.  A practice of multifaceted partnership has emerged from paradigmatic premises.
Partnerships are divided into three modalities. Let us face it; We all strive to partner with our customers. Our goal is to ensure that our clients think they are number one, that we add exceptional value to their projects and that we will consistently exceed their expectations. At least, that`s what we sell them. So the question is: are we really implementing the steps to ensure this teamwork? And what does a partnership really look like? Marginal stakeholders can be an incredible advantage for collaborative networks. Networks and partnerships can be important tools for directly or indirectly involving multiple stakeholders in the objectives, decisions and outcomes of a cooperative enterprise. Networking, partnership and collaboration have been proposed to enable organizations to understand and respond to complex problems in new ways (Cummings, 1984; Gray, 1985). Marginal stakeholders need to understand the importance of shared decision-making to formalize relationships within the network. In this sense, marginal stakeholders can be their worst enemy. Second, marginal stakeholders need external support.
Due to their size and capacity, many marginal actors have less limited resources to devote to inter-organizational cooperation. Marginal stakeholders need guidance and development to be effective members of a reference body.  Sustainable development requires concerted joint action at all levels, from macro to micro level and in all sectors. Intersectoral social partnerships are developing rapidly (Child and Faulkner, 1998; Berger, Cunningham & Drumright, 2000). Organizations learn more to build a variety of collaborative relationships, including strategic alliances (Bamford, Gomes-Casseres, & Robinson, 2002), partnerships, joint ventures (Child, Faulkner, & Tallman, 2005; Marks and Mirvis, 2011) and transorganizational networks (Clarke, 2005; Cummings, 1984). When organizations work together, they are able to develop and realize much broader visions by leveraging each other`s resources and expertise (Cooperrider and Dutton, 1999; Huxham and Vangen, 2005). It is also a world of frustration. Despite good intentions and dedicated resources, collaboration is neither easy nor natural (Cummings, 1984); they are chaotic and difficult (Gray, 1989; Huxham and Vangen, 2005).
Collaborations that focus on sustainability issues, for example, are highly visible and perverse issues that attract the attention of important and powerful interests, including governments, large corporations, and well-funded non-governmental organizations (NGOs). They often provide far fewer benefits than expected (Nordhaus, 2001; Worley & Parker, 2011).  Cooperation in the field of business benefits from close and trusting relations between partners. . . . .