Challenges in Multiple Cross-Sector Partnerships

Babiak, Kathy; Thibault, Lucie

doi:10.1177/0899764008316054

Cited by 244 publications

(184 citation statements)

References 37 publications

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“…Others point out the inherent difficulties in introducing the new collaboration forms and identify related challenges such as distrust, managerial complexity, cultural conflicts, power imbalance, risk of dependence, and lack of incentive for collaboration (e.g. Babiak and Thibault, 2009;Gazley andBrudney2002, Wondolleck andYaffee, 2000;Young, 2000). E-government refers to the use of the ICT in public administration, particularly for the purpose of communicating and exchanging information with citizens, businesses, or other governmental organizations.…”

Section: Public Sector Collaborationsmentioning

confidence: 99%

Emerging forms of inter-organizational and cross-sector collaborations in e-government initiatives

Pilemalm

Lindgren

Ramsell

2016

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Purpose This study aims to explore recent public sector trends, inter-organizational and cross-sector collaborations, and analyzes these in terms of implications for participative development of information systems (IS). These trends are understood as being part of emerging forms of e-government. Initial suggestions for how to develop IS in the new contexts are provided. Design/methodology/approach Three cases involving the trends described above, taking place in the Swedish emergency response system, are studied and used as basis for identified participative IS development challenges and suggested adaptation needs. Data collection involves semi-structured interviews, focus groups and future workshops. Findings The identified challenges concern balancing ideological versus practical needs, lack of resources, lack of know-how and design techniques and tool challenges. Some practical implications for participative IS development include more extensive focus on stakeholder and legal analysis, need for interdisciplinary design teams, merging of task and needs analysis for yet-undefined user tasks and using on-line alternatives for interacting with users. Research implications/limitations The study is exploratory where the three cases are in different, but at the same time interrelated, collaboration contexts. The identified implications and challenges provide proposals that in future research can be applied, formalized and integrated when developing practically feasible participative IS development approaches. Originality/value It is argued that the results point toward a current emerging form of e-government initiatives directed toward certain demarcated groups of citizens actually carrying out certain tasks for their co-citizens and society rather than the broad masses, having far-reaching practical implications and complicating the issue of IS development.

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Section: Public Sector Collaborationsmentioning

confidence: 99%

Emerging forms of inter-organizational and cross-sector collaborations in e-government initiatives

Pilemalm

Lindgren

Ramsell

2016

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“…However, there is a lack of methodologies within the current sport and physical activity partnership literature that facilitate assessments of associations between the multiple dimensions of partnership. For example, although Babiak and Thibault (2009) highlight key challenges to partnership working including environmental constraints, communication and managing perceived power imbalances between non-profit, public and private organisations delivering sport services in Canada, the authors do not extend their research to investigate the theoretical interrelatedness of these aspects with any identifiable outcomes. Furthermore, while the theoretical framework devised by Frisby et al (2004) is useful for investigating management issues in sport-focused partnerships, the qualitative approach limits the potential to assess associations between partnership dimensions, thus leaving questions concerning the interrelatedness of partnership processes and outcomes.…”

Section: Research Into Partnerships For Sport and Physical Activitymentioning

confidence: 99%

“…While it is difficult to argue against the 'what works' approach offered by multi-agency partnerships (Fenwick et al 2012), partnership represents a complex and confusing interplay between processes, activities and outcomes (Hunter and Perkins, 2012). This can create significant challenges for those working in partnerships who are often lacking in the skills to collaborate effectively (Halliday et al 2004;Misener and Doherty, 2009), the results of which can lead to wasted resources and partnership destruction (Babiak and Thibault, 2009). Hence, research has been critical both of the likelihood that partnerships can simultaneously achieve efficiency, effectiveness, and community empowerment, and the lack of attention being paid to the potential drawbacks (Fenwick et al 2012;Glasby et al 2006;McLaughlin, 2004).…”

Section: Introductionmentioning

confidence: 99%

Partnership working in sport and physical activity promotion: An assessment of processes and outcomes in community sports networks

Baker

Ansari

Crone

2016

Public Policy and Administration

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Community sports networks were established in 2007 to coordinate local sport and physical activity promotion. Partnerships continue to be used to deliver policy. It is important to understand the relationship between the internal structure of partnerships and their outcomes. This study assesses associations between predictor variables relating to partnership structure and process and four intermediary partnership outcomes: satisfaction, synergy, commitment and effectiveness. A retrospective analysis of data was conducted on 171 surveys administered between September 2008 and March 2009 from community sports network members in England. The predictor variables explained 67% of the variance in synergy, 75% of the variance in satisfaction, 63% of the variance in commitment and 46% of the variance in effectiveness. Sustaining a positive benefits-to-costs relationship, establishing effective communication and partnership strategy, and demonstrating impact were predictive of the four intermediary partnership outcomes. Further research is warranted to help establish a detailed understanding of partnership processes and outcomes.

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“…However, to a great extent, the necessity of IORs has only been recognised in the sport system in recent years (e.g. Babiak and Thibault 2009, Misener and Doherty 2009, Parent and Harvey 2009, Wicker et al 2013. Robinson et al (2000) have identified three ideal types of IORs: coordination, cooperation and competition.…”

Section: Literature Review: Iors and Conflicting Objectivesmentioning

confidence: 99%

Balancing between coordination, cooperation and competition? A mixed-method approach for assessing the role ambiguity of local sports authorities

Vos

Vandermeerschen

Scheerder

2016

International Journal of Sport Policy and Politics

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In recent years, the subsidiarity principle has been underlined in Sport-forAll policies in countries such as Germany, Austria and Belgium. According to this organising principle, issues need to be handled by the lowest possible political and administrative level, and as close to the citizens as possible. The 2007 decree concerning Sport-for-All policies at the local level in Flanders (Belgium) clearly referred to this. It emphasised the decentralisation of the Sport for All policy, and highlighted the regulatory and coordinating role of local sports authorities. As a consequence, they may face conflicting roles of being coordinator, regulator and provider of mass sport at the local level. In this paper, a mixed-method approach is used to give a closer insight in the role perceptions of local sports authorities in Flanders, and their position towards private sport providers. The results show that local sports authorities consider the coordination and regulation of mass sport in their municipality as their primary task. Yet, it appears that private sport providers also perceive competition from local sports authorities. Moreover, a considerable number of the local sports authorities believe they can combine the roles of provider and coordinator. As there appears to be considerable goal ambiguity, it is necessary for local sports authorities to formulate clear goals. Referring to the principle of subsidiarity, it is argued that sports authorities should only intervene when (non-)profit sport providers are not able to achieve the desirable outcomes with regard to sport and the welfare agenda.

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Challenges in Multiple Cross-Sector Partnerships

Cited by 244 publications

References 37 publications

Emerging forms of inter-organizational and cross-sector collaborations in e-government initiatives

Emerging forms of inter-organizational and cross-sector collaborations in e-government initiatives

Partnership working in sport and physical activity promotion: An assessment of processes and outcomes in community sports networks

Balancing between coordination, cooperation and competition? A mixed-method approach for assessing the role ambiguity of local sports authorities

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