The Dynamics of Interorganizational Collaborative Relationships: Introduction

Schruijer, Sandra

doi:10.3390/admsci10030053

Cited by 15 publications

(19 citation statements)

References 39 publications

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“…Gaining clarity and insight about which collaboration elements to focus on may be helpful in determining next steps. Researchers summarized the lessons from this group to present concrete ‘actionable knowledge’ that might be useful to other collaborative focussed on child welfare (see Schruijer, 2020). The following lessons (main bullets below) from this study are consistent with existing literature focussed on facilitators of collaboration (Cooper et al, 2016; Iachini et al, 2015).…”

Section: Discussionmentioning

confidence: 99%

Interagency collaboration among community organizations serving children and families in child welfare

Kothari

Fischer

Mullican

et al. 2022

Community & Applied Soc Psy

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Transformational change to address adversity and nurture resilience requires deep and sustained community collaborations. Interagency collaboration is critically important for child welfare especially during crisis situations. It is clear that when agencies focus on strengths and promote protective factors (individual, familial and community-level) in time, negative consequences of maltreatment are reduced and wellbeing outcomes are enhanced. However, limited research is available to effectively inform community organizations and collective impact initiatives about how they can strengthen interagency collaboration and collaborative practice. Furthermore, the coronavirus disease 2019 (COVID-19) pandemic elevates the urgency to understand how community organizations work together to serve children and families as it threatens access to safety nets. This mixed methods study examined interagency collaboration among community organizations in a collective impact workgroup focussed on children and families involved in the child welfare system. Results revealed key strengths to collaboration (e.g., strong connections, resource sharing, resilience in staff, more vulnerable children accessing resources and more adults engaged in serving this population)as well as barriers to collaboration (e.g., group composition, funding and lack of clarity/focus). Results also revealed specific ways in which this pandemic has impacted efforts to serve children and families in child welfare. Findings highlight an approach that might assist interagency collaboratives. In

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Section: Discussionmentioning

confidence: 99%

Interagency collaboration among community organizations serving children and families in child welfare

Kothari

Fischer

Mullican

et al. 2022

Community & Applied Soc Psy

View full text Add to dashboard Cite

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“…Due to their temporal and often unstructured nature, PPLCs generally take place in “underorganized” work settings (Schruijer, 2020, p. 18) or “imaginary organizations” (Holmqvist, 1999), without a formal leader or legitimate authority, but with the aim to address non-routine HRD issues with a high degree of complexity and multiple partner interdependence (Schruijer, 2020; Swärt, 2016). Following the learning-network theory (Poell et al, 2000), a central issue in defining and forming the structure of a PPLC is concerned with the learning actors and learning structures of the PPLC.…”

Section: Conceptual Framework Of Public-private Learning Communitiesmentioning

confidence: 99%

“…Third, although literature on public-private collaboration often stresses the context-specificity of and dynamics within these partnerships, little is known about learning and cocreating that take place in these underorganized work settings (Schruijer, 2020). After all, understanding team learning in public-private arrangements “requires a multi-level approach that focuses on individual members, their tasks and social interactions, and the interaction patterns of the team” (London, 2022, p. 17).…”

Section: Introductionmentioning

confidence: 99%

Interorganizational Learning: A Conceptualization of Public-Private Learning Communities

Schipper,

Mennens,

Preenen

et al. 2023

Human Resource Development Review

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Human Resource Development (HRD) finds itself at a critical juncture given the rapidly changing landscape of work and a shift of focus in HRD research and practices. This provides momentum for the HRD discipline to explore new models of workplace learning that exceed the boundaries of one’s own organization. Public and private organizations increasingly understand that by joining forces and cocreating knowledge, they are better able to address these challenges and thereby stay innovative. In this paper, we propose a conceptual framework for Public-Private Learning Communities (PPLCs) as a promising approach to prepare organizations and employees for the rapidly changing future. By drawing on the concept of interorganizational learning and learning-network theory, we distinguish essential building blocks that relate to the PPLCs’ strategy, structure, process, and culture. With this conceptual paper, we aim to break new ground for HRD theory-building and offer novel directions for HRD researchers and practitioners.

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“…Organization theory has mainly treated intra-organizational collaboration and inter-organizational collaboration as separate schools of thought. Most studies focus on one level at a time (Reay and Hinings, 2009), though a few studies explore the relation between two levels (Holmqvist, 2003; Schruijer, 2020). Studies of the supra-organizational level are limited, and research exploring the interconnectedness of all three levels is even more scarce.…”

Section: Introductionmentioning

confidence: 99%

The explanatory power of the landscape perspective on inter-organizational collaboration

et al. 2023

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Collaboration between organizations is generally seen as a pre-requisite for dealing with complex problems, but such efforts appear to be inherently difficult and often disappoint expectations regarding their problem-solving capacity. In this article we add to the existing literature by taking a systemic, landscape perspective on collaborative success and failure. Using a case study of urban regeneration in the Dutch Randstad conurbation, we show that when practitioners aim to collaborate on an inter-organizational level (between organizations), they also need to collaborate productively on intra-organizational (between teams) and supra-organizational (between coalitions) levels. We investigate the tense relationships within and among these levels, and highlight what happens in-between, thereby picturing a bigger collaborative landscape. Drawing on interviews and participant observation we reveal horizontal and vertical practices of “in-betweening” within and between each level. These practices are a promising way to overcome difficulties that may surface on the inter-organizational level but are influenced by the two other levels. Understanding and synchronizing collaborations on all three levels is presented as an effective way to increase the problem-solving capacity of inter-organizational collaboration.

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The Dynamics of Interorganizational Collaborative Relationships: Introduction

Abstract: In all spheres of life, relationships among public and private organizations are built in order to deal with complex societal problems and to address economic challenges that cannot be dealt with by single organizations [...]

Cited by 15 publications

References 39 publications

Interagency collaboration among community organizations serving children and families in child welfare

Interagency collaboration among community organizations serving children and families in child welfare

Interorganizational Learning: A Conceptualization of Public-Private Learning Communities

The explanatory power of the landscape perspective on inter-organizational collaboration

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