Source: Robert Agranoff, Public Administration Review, December 2006, Vol. 66 supplement
Based on extensive empirical research with federal, state and local government managers who work within intergovernmental collaborative networks, this article suggests new ways in which public agencies can overcome nettlesome policy conundrums while advancing the public interest. Although networks may differ significantly from organization to organization, the author emphasizes that the “era of networks” is a modern-day administrative reality that requires effective management, much like any other organizational structure.
This paper offers practical insights for public managers as they work within interorganizational networks. It is based on the author’s empirical study of 14 networks involving federal, state, and local government managers working with nongovernmental organizations. The findings suggest that networks are hardly crowding out the role of public agencies; though they are limited in their decision scope, they can add collaborative public value when approaching nettlesome policy and program problems.
Source: John M. Bryson, Barbara C. Crosby, and Melissa Middleton Stone, Public Administration Review, December 2006, Vol. 66 supplement
This article addresses the problem of cross-sector collaboration, which the authors defines as the linking and sharing of organizational information resources, activities, and capabilities in order to achieve solutions that single agencies cannot. The authors not only explain why cross-sector collaboration is essential in dealing with pressing 21st-century policy dilemmas but also suggest a propositional inventory for reframing our understanding of these problems that is vital for an improved research agenda on cross-sector collaboration.
People who want to tackle tough social problems and achieve beneficial community outcomes are beginning to understand that multiple sectors of a democratic society—business, nonprofits and philanthropies, the media, the community, and government—must collaborate to deal effectively and humanely with the challenges. This article focuses on cross-sector collaboration that is required to remedy complex public problems. Based on an extensive review of the literature on collaboration, the article presents a propositional inventory organized around the initial conditions affecting collaboration formation, process, structural and governance components, constraints and contingencies, outcomes, and accountability issues.
Source: Michael McGuire, Public Administration Review, December 2006, Vol. 66 supplement
The range and depth of serious collaborative public management research is extensive and, according to the author, promising. What does it tell us about the structural components, types of necessary skills for effective management, and possible outcomes for collaborative processes? A great deal, this article concludes, for both practicing administrators and academic researchers.
Collaborative public management research is flourishing. A great deal of attention is being paid to the process and impact of collaboration in the public sector, and the results are promising. This article reviews the literature on collaborative public management by synthesizing what we know from recent research and what we’ve known for quite some time. It addresses the prevalence of collaboration (both recently and historically), the components of emerging collaborative structures, the types of skills that are unique to collaborative management, and the effects of collaboration. Collaborative public management research offers a set of findings that contribute to an emerging knowledge base that supplements established public management theory.
Source: Ann Marie Thompson and James L. Perry, Public Administration Review, December 2006, Vol. 66 supplement
Social science literature contains a remarkable wealth of information that can enhance our understanding of collaborative management. Drawing on these findings, the authors conceptualize a complex construct of five variable dimensions: governance, administration, organizational autonomy, mutuality, and norms. The authors explore these five dimensions of collaboration, arguing that public managers must not only understand each one thoroughly but also manage them simultaneously.
Source: Donald F. Kettl, Public Administration Review, December 2006, Vol. 66 supplement
Complex organizational boundaries both assist and inhibit policy making across many fields today, from homeland security to welfare reform to health care. This article explores the difficulties of matching administrative systems to policy resolutions through the lens of organizational boundaries – their roles, where they are, how they are drawn, why they are critical in dealing with administrative issues, the trade-offs in their design, and the collaborative roles that may help in devising strategies to bring public administration systems in sync with their multisector operating systems.