SummaryOrganizations can expand their impact through strategic partnerships. We used social network analysis to compare two network theories in order to determine whether zoos’ conservation partnerships form networks that reflect collaborative social movements or business-style competition. Data from 234 zoos revealed a conservation network involving 1679 organizations with 3018 partnerships. The network had 40 subgroups: 1 large network, 6 small networks and 33 disconnected zoos. Social network analysis metrics revealed an incohesive and low-density network. Zoos are more likely to behave competitively like businesses with limited partnerships to protect resources, rather than behaving as collaborative social movement organizations partnering to further the cause of conservation across their communities. Content analyses of organizational activities revealed that 62% of zoos’ partners display different skills and roles in conservation projects, while 38% participated in the same activities as zoos. These novel findings about zoos behaving as competitive institutions inform opportunities for better collaboration in order to expand organizations’ conservation impact.

中文翻译：

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保护网络：动物园和水族馆是通过伙伴关系合作还是竞争？

摘要组织可以通过战略伙伴关系扩大其影响。我们使用社交网络分析来比较两种网络理论，以确定动物园的保护伙伴关系是否形成反映协作社会运动或商业风格竞争的网络。来自 234 个动物园的数据显示了一个涉及 1679 个组织和 3018 个合作伙伴的保护网络。该网络有 40 个子组：1 个大型网络、6 个小型网络和 33 个断开连接的动物园。社交网络分析指标揭示了一个不连贯且低密度的网络。动物园更有可能表现得像具有有限合作伙伴关系的企业那样具有竞争力来保护资源，而不是表现得像协作的社会运动组织那样合作以促进整个社区的保护事业。组织活动的内容分析显示，62% 的动物园合作伙伴在保护项目中表现出不同的技能和角色，而 38% 的合作伙伴参与了与动物园相同的活动。这些关于动物园作为竞争机构的新发现为更好的合作提供了机会，以扩大组织的保护影响。