Beyond coordination and control: An interorganizational approach to structural adjustment, service delivery, and natural resource management

Honadle, George; Cooper, Lauren

doi:10.1016/0305-750x(89)90025-9

Cited by 30 publications

(18 citation statements)

References 12 publications

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“…These represent increasing degrees of coordination (see Honadle and Cooper, 1989), and therefore, correspond to increasing degrees of formalisation in the structure of the relationship. Similarly, information sharing does not typically require institutional arrangements for confidence, but can be based on slowly growing trust.…”

Section: Preliminary Tools For Identifying and Designing Ipa-dhi Partmentioning

confidence: 97%

Partnering to beckon them home: public‐sector innovation for diaspora foreign investment promotion

Riddle

Brinkerhoff

Nielsen

2007

Public Admin & Development

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SUMMARYThis article examines a little-studied component of public administration existing in most countries around the world and particularly important for developing countries: national investment promotion agencies (IPAs). Diasporas are an increasingly important and relatively untapped resource for development and many homeland governments view diaspora foreign investment as key to their economic development. In addition to being generally under-resourced, many IPAs struggle to identify ways to effectively target, cultivate and facilitate diaspora homeland investment (DHI). To accomplish these goals, these public-sector entities are beginning to identify and leverage key partnerships in the NGO sector. We describe the services IPAs offer and enumerate the challenges they face associated with DHI. Drawing on three illustrations of IPA-NGO partnerships, we develop preliminary tools for identifying and designing partnerships for the purpose of promoting DHI based on their scope, function and degree of formality.

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Section: Preliminary Tools For Identifying and Designing Ipa-dhi Partmentioning

confidence: 97%

Partnering to beckon them home: public‐sector innovation for diaspora foreign investment promotion

Riddle

Brinkerhoff

Nielsen

2007

Public Admin & Development

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“…Cray (1984:88) argues that -the pattern of coordination can be imposed through an act of control‖; our cases reveal that the forest officers are put to control over the groups and ensure ‗rules of the games' in the field. Honadle andCooper (1989:1534) add that coordination can be -viewed as a one-way street with the benefits flowing toward the one demanding the coordination and the costs accruing to the one providing it‖. This is proved in the attachment of the forest officers, since they convey any management decisions of the forest district office to be implemented by the group.…”

Section: Lestari (Mayungsari)mentioning

confidence: 99%

The contesting aspirations in the forests

Maryudi¹

2011

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“…These cross-sectoral, inter-organizational collaborations could also be considered a type of inter-organizational 'policy network', which attempts to balance autonomy and control among multiple institutional actors in pursuit of mutually desired objectives (Haggard and Kaufman, 1992). As such they may require at least three types of linkage activity: information sharing, resource sharing and joint action (Honadle and Cooper, 1989). To achieve better coordination between and among policy network members in overcoming threats to autonomy, lack of consensus and conflicting requirements, network participants have been advised, among other things, not to neglect implementation issues, to shorten planning and implementation cycles and to build trust and capacity for coordination (Brinkerhoff, 1996).…”

Section: Introductionmentioning

confidence: 99%

Strategic inter‐organizational environmentalism in the US: A multi‐sectoral perspective of alternating eco‐policy roles

Starik

Heuer

2002

Bus Strat Env

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During the last several decades, numerous policies and programs intended to advance environmental goals have been formulated in the US by governmental bodies and implemented by businesses and nongovernmental organizations. This article forwards a multi‐sectoral perspective that business and nonprofit organizations have also been significantly involved in environmental policy and program formulation, as well as implementation, and that governments have also fulfilled the latter strategic role in US environmental policy. In this article, nine US environmental initiatives are described and categorized according to which of the three sectors' organizations were significant formulators of the programs and which were significant implementors. Implications for future research include investigation of other environmental dyadic program combinations in addition to those presented, extension of the present analysis beyond dyads into environmental policy networks, inclusion of the strategic environmental program evaluation stage to complement formulation and implementation and exploration of effectiveness variables in cross‐sectoral, inter‐organizational collaborations. Implications for educators and practitioners are also presented. Copyright © 2002 John Wiley & Sons, Ltd. and ERP Environment.

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Beyond coordination and control: An interorganizational approach to structural adjustment, service delivery, and natural resource management

Cited by 30 publications

References 12 publications

Partnering to beckon them home: public‐sector innovation for diaspora foreign investment promotion

Partnering to beckon them home: public‐sector innovation for diaspora foreign investment promotion

The contesting aspirations in the forests

Strategic inter‐organizational environmentalism in the US: A multi‐sectoral perspective of alternating eco‐policy roles

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