| Abstract: | This article analyses the role of conveners in facilitating interorganisational collaboration. Consistent with previous research, the article shows that conveners help overcome the obstacles frequent in interorganisational collaboration processes. It also illustrates further how their effectiveness depends on their credibility among the partners, their familiarity with the collaborative project and their being perceived as unbiased intermediaries. Most interestingly, the article advances our knowledge on conveners by suggesting that their behaviour is consistent with that common among ‘champions’ of innovation. They are likely to assume a leadership role and use influence politics, such as salesmanship, personal appeal and persuasion. These findings build on a case study of successful collaboration between two government agencies in South Africa. We believe, however, that the findings are likely to apply to other types of organisation, private and voluntary, and to other country contexts. Copyright © 2003 John Wiley & Sons, Ltd. |
