References
Agranoff, R. & McGuire, M. (2004). Collaborative public management: New strategies for local governments. Washington, DC: Georgetown University Press.
Bene, C. (2013). Towards a quantifiable measure of resilience. Brighton, UK: Institute of Development Studies.
Bess, G. (1998). A first stage organization life cycle study of six emerging nonprofit organizations in Los Angeles. Administration in Social Work, 22(4), 35–52.
Black, A. & Hughes, P. (2001). The identification and analysis of indicators of community strength and outcomes. Canberra: Department of Family and Community Services.
Blackmar, J. M., Getha-Taylor, H., Moen, J. R., & Pierce, J. C. (2018). Connecting Sustainability and Collaboration: Lessons from All America Cities. National Civic Review.
Bonn, I. & Pettigrew, A. (2009). Towards a dynamic theory of boards: An organizational life cycle approach. Journal of Management and Organization, 15, 2–16.
Borins, S. (2011). Governing fables: Learning from public sector narratives. Charlotte, NC: Informatio Age Publishing.
Bryson, J. M. Crosby, B. C., & Stone, M. M. (2015). Designing and implementing cross-sector collaborations: Needed and challenging. Public Administration Review, 75(5), 647–663.
Bryson, J. M., Crosby, B. C., & Stone, M. M. (2006). The design and implementation of Cross‐Sector collaborations: Propositions from the literature. Public Administration Review, 66, 44–55.
Butterfoss, F. D. & Kegler, M. C. (2002). Toward a comprehensive understanding of community coalitions. Emerging theories in health promotion practice and research, 157–193.
Capoccia, G. (2015). Critical junctures and institutional change. Advances in comparative-historical analysis, 147–179.
Capoccia, G. & Kelemen, R. D. (2007). The study of critical junctures: Theory, narrative, and counterfactuals in historical institutionalism. World Politics, 59(3), 341–369.
Christiansen, T. & Vanhoonacker, S. (2008). At a critical juncture? Change and continuity in the institutional development of the Council Secretariat. West European Politics, 31(4), 751–770.
Cornforth, C., Hayes, J. P., & Vangen, S. (2015). Nonprofit–public collaborations: Understanding governance dynamics. Nonprofit and Voluntary Sector Quarterly, 44(4), 775–795.
Daft, R. (2012). Organization theory and design. Boston, MA: Cengage.
Dion, M. (2010). Workers and welfare: Comparative institutional change in twentieth-century Mexico. Pittsburgh, PA: University of Pittsburgh Press.
Dodge, H. J. & Robbins, J. E. (1992). An empirical investigation of the organizational life cycle model for small business development and survival. Journal of Small Business Management, 30(1), 27–37.
Downs, A. (1967). The life cycle of bureaus. In Downs, A, ed., Inside bureaucracy. San Francisco, CA: Little, Brown, & Co.
Edmondson, A.C. (2011). Strategies for learning from failure. Harvard Business Review.
Emerson, K. & Nabatchi, T. (2015). Collaborative governance regimes. Washington, DC: Georgetown University Press.
Forrer, J. J., Kee, J. E., & Boyer, E. (2014). Governing cross-sector collaboration. San Francisco, CA: Jossey-Bass.
Gazley, B. & Guo, C. (2017). What do we know about nonprofit collaboration? A comprehensive systematic review of the literature. Academy of Management Proceedings.
Greiner, L. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 49, 37–46.
Guo, C., & Acar, M. (2005). Understanding collaboration among nonprofit organizations: Combining resource dependency, institutional, and network perspectives. Nonprofit and Voluntary Sector Quarterly, 34(3), 340–361.
Hanks, S. H. (1990). The organization life cycle: Integrating content and process. Journal of Small Business Strategy, 1(1), 1–13.
Hicklin, A., O’Toole, L. J., Meier, K. J., & Robinson, S. E. (2009). Calming the storms: Collaborative public management, Hurricanes Katrina and Rita, and disaster response. In O’Leary, R & Bingham, L. B., eds., The Collaborative Public Manager: New Ideas for the Twenty-First Century. Washington, DC: Georgetown University Press, pp. 95–114.
Huxham, C. & Vangen, S. (2005). Managing to collaborate: The theory and practice of collaborative advantage. London: Routledge.
International City and County Management Association (ICMA) (2019). A two-way process: How Aurora, Colorado, serves its immigrant and refugee communities.
Kapucu, N., Hu, Q., & Khosa, S. (2017). The state of network research in public administration. Administration & Society, 49(8), 1087–1120.
Keast, R. & Mandell, M. (2014). The collaborative push: Moving beyond rhetoric and gaining evidence. Journal of Management & Governance, 18(1), 9–28.
Kettl, D. F. (2002). The transformationof governance: Public administration for the twenty-first century. Baltimore, MD: Johns Hopkins University Press.
Kimberlin, S. E., Schwartz, S. L., & Austin, M. J. (2011). Growth and resilience of pioneering nonprofit human service organizations: A cross-case analysis of organizational histories. In Austin, M. J., ed., Organizational Histories of Nonprofit Human Service Organizations. London: Routledge, pp. 13–37.
Koliba, C. J., Meek, J. W., Zia, A., & Mills, R. W. (2018). Governance networks in public administration and public policy. London: Routledge.
Lester, D. L., Parnell, J. A., & Carraher, S. (2003). Organizational life cycle: A five-stage empirical scale. The International Journal of Organizational Analysis, 11(4), 339–354.
Linden, R. M. (2010). Leading across boundaries: Creating collaborative agencies in a networked world. Hoboken, NJ: John Wiley & Sons.
Lowndes, V. & Skelcher, C. (1998). The dynamics of multi‐organizational partnerships: an analysis of changing modes of governance. Public Administration, 76(2), 313–333.
Luthans, F. (2002). The need for and meaning of positive organizational behavior. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 23(6), 695–706.
Milward, H. B. and Provan, K. G. (2000). Governing the hollow state. Journal of Public Administration Research and Theory, 10(2), 359–379.
Mintzberg, H. (1984). Power and organization life cycles. Academy of Management Review, 9(2), 207–224.
Mitchell, G. E., O’Leary, R., & Gerard, C. (2015). Collaboration and performance: Perspectives from public managers and NGO leaders. Public Performance & Management Review, 38(4), 684–716.
Morgan, G. (1986). Images of organization. Thousand Oaks, CA: Sage.
Nowell, B. (2009). Out of sync and unaware? Exploring the effects of problem frame alignment and discordance in community collaboratives. Journal of Public Administration Research and Theory, 20(1), 91–116.
O’Leary, R. & Vij, N. (2012). Collaborative public management: Where have we been and where are we going? The American Review of Public Administration, 42(5), 507–522.
O’Rand, A. M. & Krecker, M. L. (1990). Concepts of the life cycle: Their history, meanings, and uses in the social sciences. Annual Review of Sociology, 16, 241–262.
O’Toole, L. J. (2014). Networks and networking: The public administrative agendas. Public Administration Review, 75(3), 361–371.
Quick, K. S. & Feldman, M. S. (2014). Boundaries as junctures: Collaborative boundary work for building efficient resilience. Journal of Public Administration Research and Theory, 24(3), 673–695.
Quinn, R. & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33–41.
Stevens, S. K. (2001). Nonprofit lifecycles: Stage-based wisdom for nonprofit capacity. Long Lake, MN: Stagewise Enterprises.
Stoker, P., Pivo, G., Howe, C., Elmer, V., Stoicof, A., Kavkewitz, J., & Grigg, N. (2018). Joining-up urban water management with urban planning and design. The Water Research Foundation.
Strichman, N., Bickel, W. E., & Marshood, F. (2008). Adaptive capacity in Israeli social change nonprofits. Nonprofit and Voluntary Sector Quarterly, 37(2), 224–248.
Torfing, J. (2016). Collaborative innovation in the public sector. Washington, DC: Georgetown University Press.
Witmer, H. & Mellinger, M.S. (2016). Organizational resilience: Nonprofit organizations’ response to change. Work, 54(2), 255–265).
Zuckerman, H. S. & D’Aunno, T. A. (1990). Hospital alliances: Cooperative strategy in a competitive environment. Health Care Management Review, 15(2), 21–30.