The Institutional Collective Action (ICA) framework has contributed to understanding collective action problems in fragmented governance and identified mechanisms for overcoming them. Participation in collaboration is risky--even if it has the potential to make all parties better off. This framework has uniquely shown how collaboration risk and other transaction costs can be overcome to create effective collaborations for addressing complex policy issues. However, after over a decade of use, the framework is due for critical evaluation and articulation of its state of the art and science to better inform future scholarship. For this purpose, this article defines key concepts and formulates assumptions, as well as reviews the empirical contributions and longstanding limitations of the ICA framework. A robust agenda for future research is also outlined. To move forward, we believe ICA research should focus on the foundational core of the ICA framework, maintain flexibility in explanatory models, and expand the scope beyond the collective action problems at the local level.

Linking strategic management to performance has been called essential for public managers to confront pernicious environmental and community problems in the 21st century. This article examines the role that an organization’s entrepreneurial orientation (EO) plays in the linkages between organizational capacities, strategies, and perceived performance. An EO is considered a key driver of a public organization’s willingness to engage in risk taking, innovation, and proactivity aimed at enhancing organizational routines, decision-making, and performance. Scholars have provided empirical guidance for the antecedents and consequences of entrepreneurialism in bureaucracy, yet we know little systematically about how EO links to strategies that may affect performance in the public sector. To investigate, we employ a mixed methods design using a nationwide survey of U.S. local governments and interviews with local government managers about their experiences in sustainability programs. Quantitatively, we find evidence for environmental factors of political and administrative capacities positively influencing EO, and that strategic activities of performance information use, venturing, and interorganizational collaboration mediate the relation between EO and perceived sustainability performance. Interviews corroborate these findings and illuminate how local government managers proactively engage stakeholders, consider risk taking, build capacity, and pursue innovation in sustainability.

Urban sustainability has become a burgeoning practical and scholarly enterprise over the last two decades. Yet, there have been few attempts to systematically assess what cumulative knowledge this research is generating. We advance our understanding of urban sustainability by synthesising extant empirical findings to gauge progress made towards developing theoretical insight, and then testing a nonparametric predictive model that helps overcome methodological challenges in this literature. Drawing data from two national surveys of US local governments, we find that although organisational capacity appears to be the most important predictor, the broad range of activities grouped under the banner of 'urban sustainability' rely on distinct causal mechanisms, and use of composite models and measures of sustainability may hinder theoretical advancement. Implications for future research are discussed.

Local government sustainability has become a cause célèbre in urban policy. Extant research has attempted to construct narratives of sustainable environmental, economic, and social equity motivations by grouping together multifaceted types of policies adopted to deal with multidimensional problems of land use, transportation, energy, solid waste, carbon emissions, and other functional areas of local government. Yet, decades of policy adoption and implementation research suggest some policies or policy tools require a far greater commitment of resources and administrative and political buy‐in than others. We explore whether the degree of such commitment reflects different motivations at play and test for distinct political economies for specific categories of energy efficiency and greenhouse gas reduction policy tools. We find evidence that the determinants for the two types of policies are distinct, and subsequent research requires refocusing theoretical and empirical efforts at differentiating “win‐win” tools from more “altruistic” commitments to sustainable action by governments.

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Collaborative management is thought to enhance policy implementation in urban settings by overcoming governmental fragmentation, creating greater goal consensus, increasing access to resources, and facilitating policy learning. However, empirical studies of this relationship are conspicuously absent, limiting researchers' ability to predict how collaborative tools will directly and indirectly affect local implementation outcomes. This article investigates the effects of inter-and intralocal collaboration on the implementation of urban sustainability practices, and investigates interaction relationships to test whether two managerial environmental factors-administrative capacity and stakeholder support-influence the effectiveness of collaborative tools. Drawing data from a national survey, the analysis finds evidence that the effectiveness of collaborative tools depends on the policy target, and that administrative capacity and stakeholder support influence the effectiveness of collaboration in policy implementation. These findings have theoretical and practical implications for how public managers utilize collaborative tools in urban sustainability governance.

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for their insights, as well as Alex Osei-Kojo and Megan Lamiotte for their assistance with data acquisition.