Problem-structuring methods: collaborative action with an application to the healthcare sector in Iran

Let's collaborate but how: Discussing collaboration barriers and opportunities in the digital era

“…While these frameworks already draw attention to several aspects of collaboration, some important considerations have been left out, including the need for structural, process and leadership ambidexterity (O'Reilly and Tushman 2013) and whether certain interdepartmental conditions can facilitate collaboration (Bourgault, Dupuy and Turgeon 2008). However, a clearer focus on the common barriers to collaboration, as well as the approaches and tools, including digital tools, that could help overcome them, would help improve the understanding and practice of collaboration (Rouzbehani 2018). This research note hopes to contribute in this regard.…”

“…Integral theory, on the other hand, is a conceptual framework that unites objective, subjective, individual and collective perspectives into a more complete, complementary approach (Brown 2007). Integral theory is pertinent to behavioral and psychological dimensions of collaboration and provides the breadth of scope and the agility required for collaboration (Rouzbehani 2016). At a practical level, integral theory stipulates that reality has at least four universal perspectives: the subjective, intersubjective, objective, and interobjective (Esbjörn‐Hargens et al 2009; Wilber 2008).…”

“…While collaborative governance is an important theme in the public administration literature, its treatment remains idiosyncratic due to the multiplication of terms and concepts used to describe the same phenomenon (Rouzbehani 2018). It also remains inconsistent (Emerson, Nabatchi, and Balogh 2011) because frameworks lack generalizability across different settings, sectors, geographic scales, and policy arenas.…”

Fostering problem driven collaboration in a development context: The ASEAN study of health workforce governance

“…Given transnational challenges such as natural and human-induced disasters, monitoring and accountability systems in collaborative governance settings are crucial, and difficult to implement. How problems are defined and fed back into collaborative processes is a complex and ongoing process of sense-making (Rouzbehani, 2016). Assuming collaboration is fluid and dynamic as opposed to fixed and deterministic, decentred theory has a contribution to make in contextualising and effectively monitoring relevant outcomes and accountabilities.…”