Effects of different kinds of trust and leadership on outputs of collaborative processes: the case of personal social services in Israel

Abstract

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.

On the diffusion and implementation of trust-based management in Scandinavia: cross-country survey evidence

“…Bouckaert, 2012), although management tools based on similar ideas also exist elsewhere (see, e.g. Argento and Peda, 2015; Fledderus, 2015; Hood et al ., 2021; Lahat and Sabah, 2021; Chiwawa, 2022).…”

Designing an information-sharing system to improve collaboration culture: a soft systems methodology approach in the digital service creation process

“…, 2021), a cross-functional collaborative environment supported by IT acceptance (Swanson et al. , 2017), as well as organizational trust and shared leadership as important aspects in the collaboration process (Lahat and Sabah, 2021).…”

“…Those previous studies reveal how organizational capabilities can be a valuable advantage when collaborating. The development of collaboration among actors requires social capital consisting of mutuality and norms (Budiarso et al, 2021), a cross-functional collaborative environment supported by IT acceptance (Swanson et al, 2017), as well as organizational trust and shared leadership as important aspects in the collaboration process (Lahat and Sabah, 2021).…”

“…Previous studies link to the importance of collaboration culture in creating digital services and present the aspects that affect the collaboration process, namely, the dimension of social capital (Budiarso et al. , 2021), shared leadership (Lahat and Sabah, 2021) and technology acceptance (Swanson et al. , 2017).…”

“…Adjusting to the nature of digital business, several studies on dynamic capabilities find how dynamic capabilities work in unison to enable digital business value (Riera and Iijima, 2019) and allow organizations to drive innovation capabilities (Van de Wetering et al, 2017). Previous studies link to the importance of collaboration culture in creating digital services and present the aspects that affect the collaboration process, namely, the dimension of social capital (Budiarso et al, 2021), shared leadership (Lahat and Sabah, 2021) and technology acceptance (Swanson et al, 2017). However, further studies to ensure the success of the collaboration process involving those aspects by managing information and sharing experience in complex and dynamic circumstances remain necessary.…”