By John C. Morris, Katrina Miller-Stevens
The time period collaboration is universal yet now not truly understood or operationalized. even if, collaboration is enjoying an more and more vital position among and throughout public, nonprofit, and for-profit sectors. Collaboration has develop into an indicator in either intragovernmental and intergovernmental relationships. As collaboration scholarship speedily emerges, it diverges into numerous instructions, leading to confusion approximately what collaboration is and what it may be used to complete. This e-book offers a lot wanted perception into current principles and theories of collaboration, advancing a revised theoretical version and accompanying typologies that extra our figuring out of collaborative techniques in the public sector.
Organized into 3 components, each one bankruptcy provides a special theoretical method of public difficulties, valuing the collective insights that end result from honoring many person views. Case experiences in collaboration, cut up throughout 3 degrees of presidency, supply extra views on unanswered questions within the literature. Contributions are made by means of authors from quite a few backgrounds, together with an lawyer, a profession educator, a federal govt, a human source administrator, a police officer, a self-employed entrepreneur, in addition to students of public management and public coverage. Drawing upon the person studies provided via those views, the ebook emphasizes the commonalities of collaboration. it's from this universal floor, the shared reports cast between likely disparate interactions that advances in collaboration conception arise.
Advancing Collaboration Theory bargains a distinct compilation of collaborative versions and typologies that increase the present realizing of public zone collaboration.
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Additional info for Advancing Collaboration Theory: Models, Typologies, and Evidence
2003). Collaborative public management: New strategies for local government. Washington, DC: Georgetown University Press. , & Gash, A. (2007). Collaboration governance in theory and practice. Journal of Public Administration Research and Theory, 18, 543–571. , & Lesser, C. (1996). Accountability in human services collaboratives: For what? And To Whom? Journal of Public Administration Research Theory, 2, 197–224. Barnard, C. (1938). The functions of the executive. Cambridge, MA: Harvard University Press.
2006) framework, Simo and Bies (2007) look at the particular nature of cross-sector collaborations as an explanatory dimension for collaborative outcomes. Simo and Bies (2007) identify the importance of “informal sector involvement,” in which out of a sense of community spirit individuals and local groups spontaneously organize. This localized emergent collaboration often becomes formalized, or strengthens the collaborative initiatives of formal organizations including government agencies and established nonproﬁts.
Krane, D. (1994). Coordination and welfare reform: The quest for the philosopher’s stone. Public Administration Review, 54(4), 341–348. Kaiser, F. (2011). Interagency collaborative arrangements and activities: Types, rationales, considerations. Washington, DC: Congressional Research Service. 12 J. C. Morris and K. Miller-Stevens Kaner, S. (1996). Facilitator’s guide to participatory decision making. Gabriola Island, British Columbia: New Society Publishers. , & Mandell, M. (2007). Getting the right mix: Unpacking integration, meanings and strategies.
Advancing Collaboration Theory: Models, Typologies, and Evidence by John C. Morris, Katrina Miller-Stevens