The Communicative Accomplishment of Collaboration Failure

Koschmann, Matthew A.

doi:10.1111/jcom.12233

Cited by 35 publications

(38 citation statements)

References 38 publications

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“…By pragmatically connecting process and outcomes in its efforts to kickstart the CSPs, the establishment of a CSP driven by a mission-driven convener appears to be a more 'messy' and flexible process compared to CSP life cycle processes commonly addressed in the literature. The importance of the interconnection between process and outcomes has been acknowledged by communication scholars studying collaboration [68][69][70]. We build on these insights and confirm their relevance to CSPs, a specific type of collaboration.…”

Section: Discussionsupporting

confidence: 62%

Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

et al. 2020

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Nonprofit organizations (NPOs) have deployed various strategies in motivating businesses to source sustainably, such as the co-development and promotion of sustainability certification and direct collaboration in cross-sector partnerships (CSPs). This is an important current-day priority, given the ambitions set out in the Sustainable Development Goals (SDGs) and SDG 17 in particular. Increasingly, NPOs have taken up a role as conveners of such CSPs. Research on CSPs has, to date, often considered conveners as a ‘resource’ to the CSP, contributing to its effectiveness. In this study, we shift the focus towards the convener by considering a case of a ‘mission-driven convener’, an NPO that initiates CSPs as a strategy to realize its own sustainability objectives. Our explorative case study—comparing the NPO’s efforts across six countries in setting up national coffee platforms—reviews the concept of a mission-driven convener vis-à-vis established notions on convening and identifies which strategies it applies to realize a CSP. These strategies comprise productively combining certification-driven efforts with CSPs, combining process and outcomes of CSPs, and drawing on cross-level dynamics derived from outsourcing of convening work to local actors. With our study, we contribute to research on CSP conveners by offering an alternative interpretation to the relation between the CSP and the convener, attributing more agency to the convener as a mission-driven organization. Strengthening our understanding of CSPs and conveners is an important means to advance the Sustainable Development Goals (SDGs).

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Section: Discussionsupporting

confidence: 62%

Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

et al. 2020

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“…Applying the closed view of exit to an NTS would mean that the collaborative process ultimately leads to a dismantling of the NTS after collaborative partners complete their project (see Figure 1). While this view allows for exploring communicative dynamics leading up to the dissolution of the NTS-such as how collaborative partners accomplish remaining tasks, how they make sense of their communicative accomplishments, or how they de-identify with the NTS's collective identity (see Koschmann, 2013Koschmann, , 2016)-it does not consider whether and how collaborative partners may negotiate or make decisions about their post-exit activities. The BFGCM suggests that an NTS gets enacted in response to an environmental exigency, but it does not assure that the NTS can address or satisfy the demand completely after the collaboration, or that the same (or similar) impetus would never emerge again in the future.…”

Section: Exit As a Negotiated Open Process In Iocmentioning

confidence: 99%

Exit Strategies in Interorganizational Collaboration: Setting the Stage for Re-Entry

Woo

2019

Communication Research

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Researchers have studied organizational exit primarily as a terminal process in which people engage in communication to manage and make sense of permanent closures of their relationships and membership. However, in interorganizational collaborations (IOCs), where individuals representing multiple organizations voluntarily come together and create a temporary alliance to address a shared problem, communication during the exit process can shape the collaborative partners' post-exit relationships and future collaboration opportunities. To explore how such processes occur in the complex and dynamic environment of IOCs, this article develops a negotiated open process view of exit based on the Bona Fide Group Collaboration Model and presents a field study of IOCs in a regional planning context. Findings reveal three main strategies by which collaborative partners negotiated the open process of exit to secure their involvement in a future IOC. This article concludes with a discussion of implications for theorizing IOCs' exit as part of a trajectory of ongoing collaborative relationships enacted by strategic communicative actions of collaborators.

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“…For this work we define a collaborative approach for service delivery as a structure and a process where sectoral stakeholders who play a role in service provision regularly convene and take joint actions to address shared problems, in which: (a) Problems are complex, and their solutions require deliberation and collective action by many actors; and (b) stakeholders clarify responsibilities and hold each other accountable for actions. This is similar to, and builds off of, many definitions of collaborative work used across literature [13,[15][16][17][18][19][20][21], but is specific to service delivery.…”

Section: Literature Lacks Evidence Of Collaborative Approaches In Lowmentioning

confidence: 72%

Adapting Collaborative Approaches for Service Provision to Low-Income Countries: Expert Panel Results

et al. 2020

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The international development sector is increasingly implementing collaborative approaches that facilitate a range of sectoral-level stakeholders to jointly address complex problems facing sustainable public service delivery, for which guidance does not explicitly exist. The literature on collaborative approaches has been built on experiences in high-income countries with vastly different governance capabilities, limiting their global relevance. A Delphi expert panel addressed this need by evaluating 58 factors hypothesized in the literature to contribute to the success of collaborative approaches. The panel rated factors according to their importance in low-income country contexts, on a scale from Not Important to Essential. Experts agreed on the importance of 49 factors, eight of which were essential for success. Rich qualitative data from open-ended responses revealed factors that may be unique to low-income country contexts and to service delivery applications, including how government capacity, politics, donor influence, and culture can influence decisions on structuring leadership and facilitation roles, appropriately engaging the government, and building legitimacy. Key considerations for future practice and research are summarized in a table in the appendix. This study contributes to both literature and practice by identifying the relative importance of factors to consider when designing collaborative approaches in low-income countries with limited governance capabilities.

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The Communicative Accomplishment of Collaboration Failure

Cited by 35 publications

References 38 publications

Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

Cross-Sector Partnerships for Sustainability: How Mission-Driven Conveners Drive Change in National Coffee Platforms

Exit Strategies in Interorganizational Collaboration: Setting the Stage for Re-Entry

Adapting Collaborative Approaches for Service Provision to Low-Income Countries: Expert Panel Results

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