Governing Cross-Sector, Inter-Organizational Collaborations

Vangen, Siv; Hayes, John Paul; Cornforth, Chris

doi:10.1080/14719037.2014.903658

Cited by 214 publications

(230 citation statements)

References 34 publications

Supporting

Mentioning

194

Contrasting

Unclassified

Order By: Relevance

“…al, 2006, Vangen et al, 2015 variedad e impulso han contribuido instituciones como la Unión Europea que recoge bajo el concepto de colaboración público-privada "diferentes formas de cooperación entre las autoridades públicas y el mundo empresarial" 2 . La mayor parte de las experiencias desarrolladas y la literatura académica más reciente aborda este concepto de una forma amplia 3 , como una "estrategia de gobierno llamada gobernanza colaborativa" (Ansell y Gash, 2007: 543).…”

Section: Concepto De Colaboración Público-privada Y Consideraciones Punclassified

La Colaboración Público-Privada: capacidades públicas para la gestión del modelo desarrollado por el Servicio Público de Empleo Estatal y las Agencias Privadas de Colocación

Solana

2017

CGAP

View full text Add to dashboard Cite

Resumen. Este artículo aborda, en el contexto de la gobernanza, las competencias y capacidades que los actores públicos deben asumir para conseguir el éxito en la puesta en marcha de estrategias colaborativas como la colaboración público-privada. La necesidad de una administración fuerte, líder y eficaz es una cuestión clave en los procesos colaborativos, pero para ello es necesario detectar las capacidades que garantizan el funcionamiento del modelo. Este análisis parte del estudio del modelo de colaboración público-privada desarrollado entre el SEPE y las Agencias de Colocación, dentro de los servicios de intermediación laboral. El análisis arroja la importancia de reforzar las capacidades públi-cas como objetivo para garantizar la estabilidad y transparencia del modelo y asegurar la participación de los actores privados. Palabras clave: gobernanza, colaboración público-privada, políticas de empleo, servicios públicos de empleo, agencias privadas de colocación.Public-Private Collaboration: public capacities to manage the model developed by the State Public Employment Services and Private Employment AgenciesAbstract. This article addresses, in the context of governance, the competencies and capacities that public actors must assume in order to achieve success in the implementation of collaborative strategies, such as public-private collaboration. The need for a strong, leader and effective management is a key in collaborative process, but for this it is necessary to detect the capabilities that guarantee the develop of the model. This analysis is based on the study of the public-private partnership developed by the SEPE and the private agency in the intermediation service of employment policy. The analysis shows the importance of strengthening public capacities like an objective to guarantee the stability and transparency model and ensure the participation of stakeholders. Keywords: governance, public-private collaboration, employment policy, employment public service, private employment agencies.Sumario. 1. Introducción. 2. La gobernanza colaborativa: el anclaje teórico de la colaboración públi-co-privada. 3. Factores de contexto y situación para una gestión pública de la colaboración. 4. Las capacidades de gobierno y gestión de los actores públicos en la estructura de colaboración: la CPP entre SEPE y AACC. 5. Conclusiones. Bibliografía.

show abstract

Section: Concepto De Colaboración Público-privada Y Consideraciones Punclassified

La Colaboración Público-Privada: capacidades públicas para la gestión del modelo desarrollado por el Servicio Público de Empleo Estatal y las Agencias Privadas de Colocación

Solana

2017

CGAP

View full text Add to dashboard Cite

show abstract

“…Environmental planning and decision making in many countries around the world has undergone a fundamental shift in which actors from civil society and the market are participating more directly in environmental policy formation and implementation. There are now different governance regimes that exist around the world each of which provide various institutional mechanisms for sectors of society to engage in environmental decisions through formal and informal structures (Provan and Kenis, 2008;Vangen et al, 2014). These terms are often associated with networks, which emphasizes horizontal relationships in contrast to more traditional, hierarchical relationships (Arnouts et al, 2012;Lange et al, 2013;Provan and Kenis, 2008;Vangen et al, 2014).…”

Section: Governancementioning

confidence: 99%

“…In the UK, the increased use of public-private partnerships spawned a wide range of collaborative efforts across government sectors (Vangen et al, 2014) which prompted scholars to examine the various interactive and adaptive dimensions of collaborative planning regimes (e.g. Healey, 1997;Prager et al, 2012;Van Buuren, 2009).…”

Section: Europementioning

confidence: 99%

“…There are now different governance regimes that exist around the world each of which provide various institutional mechanisms for sectors of society to engage in environmental decisions through formal and informal structures (Provan and Kenis, 2008;Vangen et al, 2014). These terms are often associated with networks, which emphasizes horizontal relationships in contrast to more traditional, hierarchical relationships (Arnouts et al, 2012;Lange et al, 2013;Provan and Kenis, 2008;Vangen et al, 2014). One of the debates appearing in the public administration and planning literature is whether there is a shift from government to governance, or whether the change is towards new governance that reflects increased interdependencies (Lange et al, 2013;Lindquist, 2004).…”

Section: Governancementioning

confidence: 99%

See 1 more Smart Citation

Introduction: the challenges of collaboration in environmental governance

Margerum¹,

Robinson²

2016

The Challenges of Collaboration in Environmental Governance

View full text Add to dashboard Cite

“…It is therefore important to recognize that a wide range of categories exist, including public-private partnerships (PPPs), public-public partnerships, as well as MSPs-mainly based on the composition of such partnerships and degree of formality: some partnerships are contractual based, delivering a particular public service, while others are informal discussion forums. Recognizing these differences is important when exploring the role of partnerships in decision-making processes, as well as for wider governance implications of collaboration through partnerships (see Vangen et al, 2015 for a wider discussion).…”

Section: Introductionmentioning

confidence: 99%

From agenda‐setting to implementation: The role of multisectoral partnerships in addressing urban climate risks

Surminski

Leck

2017

Earth's Future

View full text Add to dashboard Cite

Multisectoral partnerships (MSPs) form an increasingly popular and important part of the global climate and disaster risk governance landscape, but the literature offers little critical investigation of this phenomenon. In particular it remains unclear how MSPs can support the transition from agenda setting to implementation in response to multiple current and future pressures threatening the resilience of cities. Through the lens of the London Climate Change Partnership (LCCP) and drawing from other MSP examples, this paper investigates the scope for MSPs to enhance climate adaptation in an urban context. Our paper has two main aims: to expand understanding of the role of MSPs in the adaptation decision process in the context of the wider governance literature, and to shed some light on the complexities of transitioning through that process. To clarify the role of a MSP we propose a distinction between "first generation" and "second generation" MSPs, illustrating the progression from agenda-setting to implementation: "first generation" MSPs are focused on agenda setting and knowledge sharing in order to support decision makers, while "second generation" MSPs are aimed at implementing solutions. We consider this distinction from the perspective of the individual members and their perceptions, motivations, and expectations. We find that the dynamic nature of urban adaptation with a shifting focus from initial agenda setting toward the implementation of actions presents challenges for existing MSPs, particularly such long-established ones like the LCCP. Our investigation shows that "first generation" MSPs can play important roles in agenda setting, but finds little evidence of "second generation" MSPs achieving implementation.

show abstract

Governing Cross-Sector, Inter-Organizational Collaborations

Cited by 214 publications

References 34 publications

La Colaboración Público-Privada: capacidades públicas para la gestión del modelo desarrollado por el Servicio Público de Empleo Estatal y las Agencias Privadas de Colocación

La Colaboración Público-Privada: capacidades públicas para la gestión del modelo desarrollado por el Servicio Público de Empleo Estatal y las Agencias Privadas de Colocación

Introduction: the challenges of collaboration in environmental governance

From agenda‐setting to implementation: The role of multisectoral partnerships in addressing urban climate risks

Contact Info

Product

Resources

About