PurposeThis paper contributes to the literature on performance management by offering an inside look at a collaborative process that worked to define outcomes in the field of personal social services. It asks if different kinds of trust and leadership have an effect on the outputs of a collaborative process that aims at defining outcomes.Design/methodology/approachThe paper uses an exploratory case study based on mixed method analysis. Using a practitioner-researcher method, it first presents the collaborative process implemented to bring stakeholders together to define the desired outcomes. It then explores findings from a participants survey and focuses on the effect of different kinds of trust and leadership on the collaborative process outputs.FindingsThe findings show a unique collaborative effort aimed at defining outcomes in the field of personal social services. They reveal the importance of organizational trust to learning outputs and suggest the significance of “shared leadership”.Research limitations/implicationsGiven the study's exploratory nature, the findings cannot be generalized to a larger population, but the study aimed at transferability. On a practical level, the findings can help mangers identify preferred conditions to implement collaborative initiatives aimed at performance measurement.Originality/valueThe paper contributes to the theoretical and empirical literature on performance management and collaborative governance. It pinpoints the importance of organizational trust and shared leadership as bridging mechanisms between participants in collaborative arrangements.
The provision of personal social services in Israel has recently changed, with many services now outsourced to non-governmental organizations. This shift requires the strengthening of regulatory mechanisms, yet the unique characteristics of personal social services make it difficult to create an efficient regulatory framework. By linking insights derived from the literature on regulation to the specific features of these services, this article presents a conceptual model for their regulation. The model incorporates aspects of innovation in the public sector, including a more comprehensive learning and collaborative process and a new rhetorical language. The proposed regulatory approach consists of three stages: mapping, the design of regulatory instruments, and implementation and evaluation. Applied to the Israeli experience here, this approach may also be relevant for other countries.
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