“…A crucial task for sponsors and champions is managing the tensions surrounding unity and diversity in collaborations; for example, they must help partners shape a unifying identity for the collaboration while highlighting the unique contributions of partner organizations (Ospina and Foldy ; Saz‐Carranza and Ospina ). Because collaborations are likely to extend over years, original champions or sponsors may move on to other causes or positions; therefore, collaborators need strategies for managing transitions in these roles (Ivery ; Koliba, Mills, and Zia ; Simo ).In order for collaborations to thrive, they need ongoing sponsorship from people who have formal uthority and championing from people who use mainly informal authority to engage partners in their mutual work.…”
Section: Significant Empirical Work In the Last Decadementioning
Theoretical and empirical work on collaboration has proliferated in the last decade. The authors’ 2006 article on designing and implementing cross‐sector collaborations was a part of, and helped stimulate, this growth. This article reviews the authors’ and others’ important theoretical frameworks from the last decade, along with key empirical results. Research indicates how complicated and challenging collaboration can be, even though it may be needed now more than ever. The article concludes with a summary of areas in which scholarship offers reasonably settled conclusions and an extensive list of recommendations for future research. The authors favor research that takes a dynamic, multilevel systems view and makes use of both quantitative and qualitative methods, especially using longitudinal comparative case studies.
“…A crucial task for sponsors and champions is managing the tensions surrounding unity and diversity in collaborations; for example, they must help partners shape a unifying identity for the collaboration while highlighting the unique contributions of partner organizations (Ospina and Foldy ; Saz‐Carranza and Ospina ). Because collaborations are likely to extend over years, original champions or sponsors may move on to other causes or positions; therefore, collaborators need strategies for managing transitions in these roles (Ivery ; Koliba, Mills, and Zia ; Simo ).In order for collaborations to thrive, they need ongoing sponsorship from people who have formal uthority and championing from people who use mainly informal authority to engage partners in their mutual work.…”
Section: Significant Empirical Work In the Last Decadementioning
Theoretical and empirical work on collaboration has proliferated in the last decade. The authors’ 2006 article on designing and implementing cross‐sector collaborations was a part of, and helped stimulate, this growth. This article reviews the authors’ and others’ important theoretical frameworks from the last decade, along with key empirical results. Research indicates how complicated and challenging collaboration can be, even though it may be needed now more than ever. The article concludes with a summary of areas in which scholarship offers reasonably settled conclusions and an extensive list of recommendations for future research. The authors favor research that takes a dynamic, multilevel systems view and makes use of both quantitative and qualitative methods, especially using longitudinal comparative case studies.
“…59–61 Changes in leadership and participants over time need to be anticipated and managed. 62–64 Integrative leadership characteristics can contribute to productive collaboration. 29 65 66 Differential power relations and dominating power exerted through formal authority are important conditions to address.…”
Section: What We Know From Research On Collaborative Governancementioning
confidence: 99%
“…Collaborative governance structures fit this dynamic environment and are more responsive and adaptive than formal organisational structures. 62 But this requires of conveners, funders and managers a wide-angle perspective, patience and flexibility to balance, integrate and orchestrate these moving parts over time.…”
Section: Challenges and Considerations For Applying Collaborative Govmentioning
Multisectoral governance, one of many terms used to describe collaborative, cross-boundary approaches to solving complex public problems, is being applied broadly in several policy arenas, most notably in environmental and natural resource management, but increasingly in public health in multiple settings and scales around the globe. This paper explores how to transfer knowledge about collaborative governance to challenging public health settings found in low-income and moderate-income countries (LMICs). This paper presents a general background on collaborative governance, summarises some relevant empirical findings on the performance of collaborative governance and lays out some of the challenges and considerations for thinking about improving collaborative public health governance in LMICs.
“…While these challenges can limit the effectiveness of inter-organizational collaboration, especially in under-resourced areas, research has found that the facilitation of these interorganizational networks by a third party organization may help to overcome many of these issues (Abrams, Davis, & Moseley 2015;Chen and Graddy 2010;Walker and McCarthy 2010). Leadership by third-party organizations may facilitate continuous communication, efficient use of resources, reduced gaps and overlaps in service delivery, and strategic and adaptive planning through periods of change that may not be possible in interorganizational collaborations that lack a coordinating organization (Alexander 1995;Chen and Graddy 2010;Ivery 2010;Provan and Kenis 2008).…”
Section: Broker Organizations In Inter-organizational Collaboration Networkmentioning
Community-based organizations (CBOs) are a common entry point to examine the activities, processes, and outcomes of community food security initiatives. Collaborative, inter-organizational networks are implemented in practice, policy, and research to address the many capacity and resource challenges faced by CBOs. This study examines the role of a broker organization, Grow Appalachia, in facilitating community food security work across the rural region of Central Appalachia. Integrating findings from staff interviews (N = 26), partner site coordinator and staff survey (N = 32), document analysis, and 4 months of participant observation, this study identifies the "rules" implemented by the Grow Appalachia organization across its six-state service region. Four main rules are identified through the data analysis: "Being In and Of the Community," "Providing a Hand Up, Not a Hand Out," "Cultivating Science-Assisted Craft/Mountain Agriculture," and "Promoting Sustainability for Self-Sufficiency." While these rules-and associated program practices-are found to support increased organizational capacity, community buy-in, relationship building, and self-sufficiency, they were also associated with Grow Appalachia staff burnout and exclusion of marginalized populations from program and network participation. Overall, the benefits of the rules outweigh the costs, but still undermine the overall community food security mission of the broker organization and its network.
scite is a Brooklyn-based organization that helps researchers better discover and understand research articles through Smart Citations–citations that display the context of the citation and describe whether the article provides supporting or contrasting evidence. scite is used by students and researchers from around the world and is funded in part by the National Science Foundation and the National Institute on Drug Abuse of the National Institutes of Health.
