“…Regardless of approach, several elements are important: careful attention to stakeholders in both formal organizations and informal groups (Simo ; Simo and Bies ), deep understanding of the problem(s) addressed by the collaboration and the development of an array of potential solutions (Clarke and Fuller ), and clarification of the collaboration's goal system, including process and outcome goals (Vangen and Huxham ). Vangen and Huxham () recommend seeing a collaboration's goal system as a partly hierarchical “tangled web” of individual, organizational, and collaboration goals that are partly congruent and partly diverse and that change over time.…”
Section: Significant Empirical Work In the Last Decadementioning
confidence: 99%
“…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
confidence: 99%
“…Among the individual attitudes deemed helpful for cross‐sector collaboration are interpersonal understanding, openness to collaboration, and concern for the common good (Crosby and Bryson ; Getha‐Taylor ). Key individual and organizational competencies include the ability to work across boundaries, analyze and involve stakeholders, engage in strategic planning, and participate in teamwork (Crosby and Bryson ; Quick and Feldman ; Simo ; Simo and Bies ). Past experience working in collaboration or with a particular issue is likely to be helpful as a source of capacity and competency.…”
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.
“…Regardless of approach, several elements are important: careful attention to stakeholders in both formal organizations and informal groups (Simo ; Simo and Bies ), deep understanding of the problem(s) addressed by the collaboration and the development of an array of potential solutions (Clarke and Fuller ), and clarification of the collaboration's goal system, including process and outcome goals (Vangen and Huxham ). Vangen and Huxham () recommend seeing a collaboration's goal system as a partly hierarchical “tangled web” of individual, organizational, and collaboration goals that are partly congruent and partly diverse and that change over time.…”
Section: Significant Empirical Work In the Last Decadementioning
confidence: 99%
“…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
confidence: 99%
“…Among the individual attitudes deemed helpful for cross‐sector collaboration are interpersonal understanding, openness to collaboration, and concern for the common good (Crosby and Bryson ; Getha‐Taylor ). Key individual and organizational competencies include the ability to work across boundaries, analyze and involve stakeholders, engage in strategic planning, and participate in teamwork (Crosby and Bryson ; Quick and Feldman ; Simo ; Simo and Bies ). Past experience working in collaboration or with a particular issue is likely to be helpful as a source of capacity and competency.…”
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.
“…For NPOs, cross-sector networks are critical to their ability to serve the community (Fu et al, 2020;Hula et al, 2007;O'Brien et al, 2019;Popp et al, 2014). Past research suggests that formal relational structures with the government are an important feature of nonprofit resilience (Huck et al, 2020;Hutton et al, 2016;Simo, 2009) yet other research points to informal networks and emergent organizations as a vital component of resilience (Rivera & Nickels, 2014). Formal and informal processes are treated in opposition to each other yet elements of both appear to matter.…”
The interplay between formal organizing structures and the informal social networks of employees and organizations furthers the resilience of nonprofit organizations that serve the community. This case study draws on qualitative multi-pronged data collected in the aftermath of Hurricane Harvey from two faith networks of social welfare organizations serving the vulnerable in Houston, Texas. Results show that hybrid organizing of formal structures and informal networks contributes to organizational and community resilience. By examining both forms of organizing, this article shows how formal structures offer foundational support to the more informal and nimble social networks across the interorganizational partnerships that support the community. As such, this study extends the process orientation toward resilience by documenting how individuals, organizations, and networks expand organizational internal capacities through disaster relief efforts enacted across levels (employee–organization–community).
“…The retreat is more of a strategic engagement that enables strategic planning by relevant stakeholders to vigorously tackle current and emergent challenges associated with the HIV/AIDS epidemic. Evidently, there is somewhat consensus among scholars on the strategic use of collaborative governance by cross-sector stakeholders to develop capacity, workable measures, and competencies to foster effective solutions to complex problems, which in this case, is the HIV/AIDS conundrum (Weber & Khademian 2008;Quick and Feldman 2014;Simo 2009;Simo & Bies 2007;Ritvala, Salmi & Andersson, 2014;Bryson et al 2008;Babiak and Thibault 2009;Bryson 2012, andAgranoff, 2012). The case of the CARE Council and the well-intended annual retreat appears to be a truly progressive undertaking to shape current and future efforts in the fight against HIV/AIDS in Palm Beach County.…”
Section: The Annual Retreat's Impact On the Work Of The Care Councilmentioning
The complex HIV/AIDS conundrum calls for innovative approaches to tackle associated challenges. The multifaceted nature of the problem and the enormous burden on various sectors of a country's economy warrant a cross-sector stakeholders' engagement for effective and sustainable solutions. This research examines the use of an annual retreat involving interviews of key stakeholders involved in health services CARE Council as an avenue for collaborative governance within a local system context in the fight against the epidemic. The results highlight how inclusive and strategic preparation can result in judicious allocation priorities for various service categories. The results also convey how relevant capacities and competencies are jointly developed through creative inputs, outputs and/or outcomes to target populations. The apparent role of facilitative leadership and the embrace of cultural humility promote mutual commitment among the stakeholders toward purposeful ends. The case represents the viability of collaborative governance as a feasible postmodern alternative to mainstream governance and service delivery to various publics, especially in this contemporary era of complexity and volatility.
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