Do Political Similarities Facilitate Interlocal Collaboration?

This research examines the extent to which political similarities—that is, homophily between political actors at the local level—affect patterns of interorganizational collaboration in an emergency response situation. While the field of emergency management has focused on implementation‐oriented arrangements among key stakeholders, few studies have systemically investigated the creation and development of interorganizational collaborations led by political actors, especially following catastrophic events. The analysis reveals that a dyadic tie with political homophily boosts local responders’ ties with other agencies during emergencies. Findings indicate that political solidarity, formulated by chief elected officials of municipalities and council members, can broaden the scope of interorganizational collaboration by mitigating institutional collective action problems at the local level. This research presents a critical recommendation for emergency managers that interlocal collaboration for timely response to a disaster is attributable to political similarities that facilitate frequent interlocal interactions through formal and/or informal agreements.     

Designing and Implementing Cross‐Sector Collaborations: Needed and Challenging

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.     

Meeting the Challenges of Policy‐Relevant Science: Bridging Theory and Practice

Ongoing public debate about the role of science in policy making signifies the importance of advancing theory and practice in the field. Indeed, assumptions about the science–policy nexus hold direct implications for how this interface is managed. A useful lens on contemporary themes is offered by the experience of a federal environmental science program that launched an ambitious effort to enhance capacity for policy relevance while protecting a commitment to sound, impartial scientific inquiry. This was achieved by developing an explicit conceptual model and implementing corresponding strategies that addressed critical gaps in capacity for policy‐relevant research, analysis, and communication while supporting existing capacities. This article describes and evaluates the capacity‐building effort from the dual perspectives of deepening an understanding of successful practice in the field and advancing a conceptual understanding of the science–policy nexus. It illustrates the challenges facing practitioners and the need for greater interaction between theory and practice.     

Collaborative Governance: Integrating Management,Politics, and Law

Scholars have engaged in an ongoing dialogue about the relationships among management, politics, and law in public administration. Collaborative governance presents new challenges to this dynamic. While scholars have made substantial contributions to our understanding of the design and practice of collaborative governance, others suggest that we lack theory for this emerging body of research. Law is often omitted as a variable. Scholarship generally does not explicitly include collaboration as a public value. This article addresses the dialogue on management, politics, and law with regard to collaborative governance. It provides an overview of the current legal framework for collaborative governance in the United States at the federal, state, and local levels of government and identifies gaps. The institutional analysis and development framework provides a body of theory that incorporates rules and law into research design. The article concludes that future research on collaborative governance should incorporate the legal framework as an important variable and collaboration as a public value.     

Measuring dynamic collaborations: Collaborative health assessment tool

The changing nature of organisations in the public sector means that collaboration has become an imperative for many. Notwithstanding considerable scholarly agreement about factors contributing to successful collaboration, a broadly accepted model of collaborative practice has not coalesced. In this paper, we put forward an augmented collaboration assessment tool. Building on existing research, we argue that systems thinking can help us better account for the dynamic and multidimensional nature of collaboration – a process in which partner organisations are interconnected and organised in a way that seeks to achieve a common purpose that they could not have achieved alone. We tested the validity of our tool using a three‐stage, iterative mixed‐methods approach. Our research confirms the value of a diagnostic tool to assist collaboration partners navigate an often uncertain terrain. It further establishes the value of our tool in illuminating a collaboration's dynamic interactions as a means to evaluate ‘collaboration health’.     

Public relations,passive aggression and critical social auditing: reflections on organisational inaction in stakeholder engagement

This article explores issues associated with organisational governance in the context of stakeholder engagement. It argues that both public relations (PR) research and practice have yet to address systematically the challenges inherent in this area, particularly how organisations exert power over stakeholders. Prompted by a consideration of the situational theory of power put forward by the sociologist Steven Lukes, it introduces the concept of passive aggression to PR practice. This is cited as an example of a wider phenomenon, which the author calls dark dialogue. The insights generated by these perspectives are used to highlight how theoretical approaches in the PR field that seek to understand and promote the role of dialogue in organisational‐stakeholder relations face an empirical challenge. This insight is then used to highlight the limitations of what has been traditionally termed as social auditing. It is suggested that PR and social auditing practice share the same blind spots when it comes to assessing how organisations exercise power and behave towards their stakeholders. The article goes on to advocate collaboration between PR professionals and academics to practically address these issues through a reconfigured social auditing process. It ends by suggesting that action research provides a methodological framework through which these theory‐practice interactions can be facilitated productively. Copyright © 2014 John Wiley & Sons, Ltd.     

Looking a Gift Horse in the Mouth: Challenges in Managing Philanthropic Support for Public Services

Collaborations between nonprofit and public sector organizations have become an increasingly important phenomenon in state and local public service delivery since the publication of the Winter Commission report in 1993 . This article focuses on one of the less studied types of public–nonprofit collaborations, those in which philanthropic support from nonprofit organizations supplements the resources and activities of public agencies. Drawing on the case of “nonprofit‐as‐supplement collaborations” that support park services in New York City, this article documents the benefits and drawbacks associated with such collaborations. While they can provide increased resources and encourage management innovations, they also can lead to inequities in the availability and quality of services, the preponderance of particularistic goals over the broader public interest, and the politicization of previously bureaucratic decision making. The authors offer two strategies for public managers to realize more effectively the benefits yet mitigate the shortcomings of these collaborations.     

Theorising media as practice

This article explores the possibility of a new paradigm of media research that understands media, not as texts or structures of production, but as practice. Drawing on recent moves towards a theory of practice in sociology, this paradigm aims to move beyond old debates about media effects and the relative importance of political economy and audience interpretation, at the same time as moving beyond a narrow concentration on audience practices, to study the whole range of practices that are oriented towards media and the role of media in ordering other practices in the social world. After setting this new paradigm in the context of the history of media research, the article reviews the key advantages of this paradigm in mapping the complexity of media‐saturated cultures where the discreteness of audience practices can no longer be assumed.     

Interorganizational Collaborations for Humanitarian Aid: An Analysis of Partnership,Community, and Single Organization Outcomes

Abstract

This article explores collaborative activities across organizational and sectoral boundaries. Interorganizational collaborations are an increasingly common setup to address societal needs; however, current research lacks insights into such collaborations and their outcomes. This study contributes to the existing literature by assessing empirically perceptions of interorganizational collaboration outcomes, considering different dimensions that should be measured when planning and performing tasks of social interest. The article is set in the context of disaster relief, where actors from different humanitarian relief organizations within the public and nonprofit sector engage in collaborative activities. I describe how interorganizational collaborations create outcomes for (1) the partnership structure that is established, (2) single organizational members involved in the collaborative activity, and (3) the community targeted by the interorganizational operation.     

Assembling E‐Government Research Designs: A Transdisciplinary View and Interactive Approach

There is a growing recognition in the field of e‐government that improving the quality and impact of research requires taking into account their complex contexts and drawing on more interdisciplinary and collaborative research. Limited attention so far has been directed toward the conduct of such research, particularly in contract‐based research arrangements for developing e‐government policy. A four‐nation study of public e‐procurement policy is used here to make transparent the process of designing and conducting transdisciplinary and interactive research. Further sharing of research designs and accounts is needed to advance theory, policy, and practice, and to develop a history of ideas in the e‐government research field.     

Spillover Effects: Immigrant Policing and Government Skepticism in Matters of Health for Latinos

To what extent do people become less trusting of the government under threatening policy contexts? The authors find evidence that Secure Communities, a bureaucratic program that enhances immigrant policing through collaboration between local law and immigration enforcement agencies, spurs mistrust among Latinos but not non‐Latinos. This article focuses on the politics of immigration and health, two issue areas marked by large‐scale bureaucratic developments over the last 50 years. The authors argue that a major consequence of expanding immigrant policing is its trickle‐down effect on how individuals view public institutions charged with the provision of public goods, such as health information. The results indicate that Latinos in locales where immigrant policing is most intense express lower levels of trust in government as a source of health information. Through a policy feedback lens, the findings suggest that the state's deployment of immigrant policing conveys more widespread lessons about the trustworthiness of government .     

The Power of Nonprofits: Mechanisms for Nonprofit Policy Influence

The dramatic increase in public funding for nonprofit organizations has raised concerns about the potential disadvantages of a nonprofit sector that is too reliant on government funding. Using nonprofits to deliver public programs also presents risks for the public sector, but the question of nonprofit policy influence is largely absent from discussions of public–nonprofit service collaborations. The motivation for this article stems from the contradiction between the perceived weakness of publicly funded nonprofits and their potential for policy influence. This research asks, how do nonprofits exert policy influence? Using a grounded theory approach, the research draws on the attitudes and experiences of professionals and elected officials involved in policy making and policy implementation in the area of low‐income housing. The findings indicate a variety of mechanisms through which the government–nonprofit relationship can strengthen the power of nonprofit organizations, sometimes while weakening their government counterparts.     

Regional Governance and Institutional Collective Action for Environmental Sustainability

This research investigates why various mechanisms of cooperation among local authorities are chosen using the theoretical lens of institutional collective action (ICA). The article analyzes 564 local collaboration agreements drawn from four urban regions of China to explain the choices of environmental collaboration agreements among cities. Examples of three forms of interlocal agreements—informal, formal, and imposed agreements—are analyzed. Ordinal logistic regressions are estimated to test which factors predicted by the ICA framework influence the form of collaboration selected. The results indicate that the involvement of national or provincial government, the number of policy actors involved, heterogeneity of economic conditions, and differences in administrative level among the actors involved influence how collaboration agreements are structured. Examining the choice of agreement type contributes to the understanding of interlocal collaboration and provides practical insights for public managers to structure interlocal collaboration.     

Defining E‐leadership as Competence in ICT‐Mediated Communications: An Exploratory Assessment

While many aspects of the dramatic shifts caused by digital government have made enormous progress, the leadership of those who serve the public via electronic means has yet to take a significant step forward. This article addresses three questions: How significant has e‐leadership become? What are the challenges in trying to create a more comprehensive model of defining and measuring e‐leadership? And, based on current knowledge, what skill and behavioral elements are candidates for a concrete e‐leadership model? The authors develop and test an original model that focuses on e‐leadership as a competence in virtual communications (i.e., the use of ICT‐mediated communications) and the digital opportunities and challenges that are created. The results provide strong support for the proposed model. The article concludes with a discussion of a future agenda for e‐leadership research that can be developed in a manner that is fruitful for theory and practitioners.     

The Impact of Nonprofit Collaboration in Early Child Care and Education on Management and Program Outcomes

The use of interorganizational relationships such as collaboration, partnerships, and alliances between public, private, and nonprofit organizations for the delivery of human services has increased. This article contributes to the growing body of knowledge on collaboration by exploring one kind of interorganizational relationship—interagency collaboration—in the field of early care and education. It examines variations within interagency collaborations and their impact on management and program outcomes. The findings show that interagency collaboration has a clear impact on management, program, and client outcomes: Specifically, the intensity of the collaborative relationship has a positive and statistically significant impact on staff compensation, staff turnover, and school readiness.     

Does Strategic Planning Improve Organizational Performance? A Meta‐Analysis

Strategic planning is a widely adopted management approach in contemporary organizations. Underlying its popularity is the assumption that it is a successful practice in public and private organizations that has positive consequences for organizational performance. Nonetheless, strategic planning has been criticized for being overly rational and for inhibiting strategic thinking. This article undertakes a meta‐analysis of 87 correlations from 31 empirical studies and asks, Does strategic planning improve organizational performance? A random‐effects meta‐analysis reveals that strategic planning has a positive, moderate, and significant impact on organizational performance. Meta‐regression analysis suggests that the positive impact of strategic planning on organizational performance is strongest when performance is measured as effectiveness and when strategic planning is measured as formal strategic planning. This impact holds across sectors (private and public) and countries (U.S. and non‐U.S. contexts). Implications for public administration theory, research, and practice are discussed in the conclusion.     

Institutions or Contingencies? A Cross‐Country Analysis of Management Tool Use by Public Sector Executives

Management tools are often argued to ameliorate public service performance. Indeed, evidence has emerged to support positive outcomes related to the use of management tools in a variety of public sector settings. Despite these positive outcomes, there is wide variation in the extent to which public organizations use management tools. Drawing on normative isomorphism and contingency theory, this article investigates the determinants of both organization‐oriented and client‐oriented management tool use by top public sector executives. The hypotheses are tested using data from a large‐N survey of 4,533 central government executives in 18 European countries. Country and sector fixed‐effects ordinary least squares regression models indicate that contingency theory matters more than normative isomorphism. Public executives working in organizations that are bigger and have goal clarity and executive status are more likely to use management tools. The only normative pressure that has a positive impact on management tool use is whether public sector executives have a top hierarchical position.     

Developing Management Practices to Support Joined‐Up Governance

Various forms of ‘boundary‐crossing’ practices continue to proliferate in public management and public service provision (i.e. activities that require engagement and collaboration across sectors, institutions, and organisations). Yet the dynamic nature of this type of joined‐up working is proving to be a major management challenge. In this paper, we bring a number of concepts to bear on the management of joined‐up and cross‐boundary working in public management of complex social issues. Firstly, we present the concept of ‘adaptive management’, which we draw from field of environmental policy and planning (and human ecology). Secondly, we introduce a rethinking of the role of ‘policy targets’ using a complexity lens. These concepts are integrated into a practice heuristic (or framework) designed to assist cross‐boundary policy implementation in real‐world settings. We argue that adaptive management approaches may have significant utility for ensuring effective governance in uncertain environments.     

Putting the Brakes on the Rush to Spend Down End‐of‐Year Balances: Carryover Money in Oklahoma State Agencies

End‐of‐the‐year spending sprees by government agencies are viewed generally as an example of government wastefulness. Agency personnel, however, rationalize the practice as a means for protecting their budgets from inexpedient cuts. In Oklahoma, a policy has been adopted that allows agencies to carry over and reprogram year‐end surpluses as long as the reprogrammed funds are spent within 16.5 months of the end of the fiscal year. Using agency theory as a theoretical lens, we show that this policy restructures the contract between the principal (legislature) and its agents (state agencies) so that their interests are better aligned, regarding end‐of‐the‐year surpluses.     

Community engagement and public administration: Of silos,overlays and technologies of government

The public policy process in Australia is changing towards a more interactive, collaborative model, where governments seek to develop partnerships with civil society and private sector organisations to manage complex policy challenges. This article discusses research conducted into a project implemented by a Victorian government department that sought to involve stakeholders in addressing natural resource management issues in the agricultural sector. The research revealed that public administration practices associated with the new public management approach impeded the ability of the project to facilitate participation by diverse stakeholders in the decision‐making process. The article challenges the view that the discourse of collaboration and community engagement takes public administration down a constructivist path and suggests that agencies need to become reflexive about the way in which public administration practices are constitutive of the community engagement process if they are to facilitate genuine participation of other stakeholders.