Maddock, S. (2000). Managing the development of partnerships in health action zones. International Journal of Health Care Quality Assurance, 13(2), 65-73.

Health Action Zones (HAZ) became one of the seminal partnership initiatives introduced throughout the United Kingdom. Based on first-hand experiences of those within HAZ, Maddock found that these partnerships promoted innovation, but were hindered because national frameworks focused on monitoring and measuring short-term successes rather than on development. Partnership development was also hindered due to internal blame cultures, poor adaptability of management, and disconnects in thinking among policy makers.

McCullum, P. (2000). Six points of a partnership. Journal of Staff Development, 21(2), 39.

Based on his partnership research between universities and professional associations, McCullum describes six critical principles that characterize successful partnerships. These principles include mutual goals and benefits, trusting and nurturing relationships, open communications, effective leadership, and shard decision making. Open communication is viewed as a highly significant principle because it is a necessary link to developing trust among partners.

Mudambi, R. and Schründer, C.P. (1996). Progress towards buyer-supplier partnerships. European Journal of Purchasing & Supply Management, 2(2/3), 119-127.

A mail survey of more than 600 small and medium-sized enterprises (SMEs) throughout England was conducted to examine specific quantitative measures of their respective buyer-supplier partnership development. When compared to the vast amount of research pertaining to large enterprises, there are very few SME studies, and only the present one focuses on partnerships and SME buyers. The results suggest that there is a fairly low level of partnership development, and firm size and degree of partnership formality lead to differing effects on partnership indicators.