Cross-sector inter-organizational partnerships, alliances, and networks have become extremely popular. Yet, we may expect competing societal-level institutional logics to play an important role in cross sector alliances, hence making their management central to alliance success. This article responds to the general research question: How do participants of public-private joint ventures manage competing institutional logics? Based on in depth interviews we empirically characterize two competing logics in a cross-sector collaborative and identify two practices used to cope with them.