Projectified collaboration between nonprofit organizations and public organizations

Purpose This study explores how the projectification of collaboration between nonprofit organizations (NPOs) and local authorities impacts NPOs’ autonomy and long-term missions. It focuses on how project-based funding and governance structures influence organizational identity, resource dependence and capacity to deliver sustainable social value. Design/methodology/approach Data were collected through 20 semi-structured interviews, observations and document analysis, using a qualitative case study of a Swedish NPO collaborating with local authorities. Governance, resource dependence and network effectiveness theories guide the analysis of vertical and horizontal relationships, emphasizing how project-based structures shape NPO’ operations. Findings The study not only reveals that projectification provides resources and legitimacy but also imposes short-termism, administrative burdens and autonomy constraints. NPOs often align their activities with funders’ priorities and risking mission drifts. Strategies such as funding diversification and flexible governance help mitigate these challenges, highlighting the tensions between external demands and internal goals. Originality/value This study contributes to the understanding of how projectification reshapes NPO’ governance and collaboration. It combines empirical findings with theoretical frameworks to offer practical insights for researchers, practitioners and policymakers to navigate project-based collaboration complexities.