Element contents
Partnerships that Last
Identifying the Keys to Resilient Collaboration
Published online by Cambridge University Press: 04 November 2019
Summary
Communities across the United States face a variety of vexing and intractable problems that are not easily - or quickly - solved by any one organization or sector. Rather, partners must work together over time to address these shared priorities. It also requires an individual and collective ability to overcome the challenges and setbacks that arise along the way, a key question emerges: what keeps community partnerships strong over time? This Element compares and contrasts a sample of enduring voluntary partnerships with those that have ended to identify the features that contribute to collaborative resilience, or the ability of partnerships to respond productively to shocks and change over time.
Information
- Type
- Element
- Information
- Online ISBN: 9781108775335Publisher: Cambridge University PressPrint publication: 14 November 2019
References
Agranoff, R. & McGuire, M. (2004). Collaborative public management: New strategies for local governments. Washington, DC: Georgetown University Press.Google Scholar
Bene, C. (2013). Towards a quantifiable measure of resilience. Brighton, UK: Institute of Development Studies.Google Scholar
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.CrossRefGoogle Scholar
Black, A. & Hughes, P. (2001). The identification and analysis of indicators of community strength and outcomes. Canberra: Department of Family and Community Services.Google Scholar
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.CrossRefGoogle Scholar
Bonn, I. & Pettigrew, A. (2009). Towards a dynamic theory of boards: An organizational life cycle approach. Journal of Management and Organization, 15, 2–16.Google Scholar
Borins, S. (2011). Governing fables: Learning from public sector narratives. Charlotte, NC: Informatio Age Publishing.Google Scholar
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.CrossRefGoogle Scholar
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.CrossRefGoogle Scholar
Butterfoss, F. D. & Kegler, M. C. (2002). Toward a comprehensive understanding of community coalitions. Emerging theories in health promotion practice and research, 157–193.Google Scholar
Capoccia, G. (2015). Critical junctures and institutional change. Advances in comparative-historical analysis, 147–179.CrossRefGoogle Scholar
Capoccia, G. & Kelemen, R. D. (2007). The study of critical junctures: Theory, narrative, and counterfactuals in historical institutionalism. World Politics, 59(3), 341–369.Google Scholar
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.CrossRefGoogle Scholar
City of Philadelphia (2019). SMARTCITYPHL Roadmap. Accessed online at: www.phila.gov/media/20190204121858/SmartCityPHL-Roadmap.pdfGoogle Scholar
Community Tool Box (2018). Chapter 3, Section 5: Analyzing Community Problems. Accessed online at: https://ctb.ku.edu/en/table-of-contents/assessment/assessing-community-needs-and-resources/analyzing-community-problems/mainGoogle Scholar
Cornforth, C., Hayes, J. P., & Vangen, S. (2015). Nonprofit–public collaborations: Understanding governance dynamics. Nonprofit and Voluntary Sector Quarterly, 44(4), 775–795.CrossRefGoogle Scholar
Dion, M. (2010). Workers and welfare: Comparative institutional change in twentieth-century Mexico. Pittsburgh, PA: University of Pittsburgh Press.Google Scholar
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.Google Scholar
Downs, A. (1967). The life cycle of bureaus. In Downs, A, ed., Inside bureaucracy. San Francisco, CA: Little, Brown, & Co.CrossRefGoogle Scholar
Edmondson, A.C. (2011). Strategies for learning from failure. Harvard Business Review.Google Scholar
Emerson, K. & Nabatchi, T. (2015). Collaborative governance regimes. Washington, DC: Georgetown University Press.Google Scholar
Forrer, J. J., Kee, J. E., & Boyer, E. (2014). Governing cross-sector collaboration. San Francisco, CA: Jossey-Bass.Google Scholar
Gazley, B. & Guo, C. (2017). What do we know about nonprofit collaboration? A comprehensive systematic review of the literature. Academy of Management Proceedings.Google Scholar
Greiner, L. (1972). Evolution and revolution as organizations grow. Harvard Business Review, 49, 37–46.Google Scholar
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.Google Scholar
Hanks, S. H. (1990). The organization life cycle: Integrating content and process. Journal of Small Business Strategy, 1(1), 1–13.Google Scholar
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.Google Scholar
Hillard Heintze (2018). Championing community policing: Collaboration, change, and a “can-do” attitude. Accessed online at: www.hillardheintze.com/wp-content/uploads/2018/12/Hillard-Heintze-360-Insight-Championing-Community-Policing.pdf.Google Scholar
Huxham, C. & Vangen, S. (2005). Managing to collaborate: The theory and practice of collaborative advantage. London: Routledge.Google Scholar
International City and County Management Association (ICMA) (2019). A two-way process: How Aurora, Colorado, serves its immigrant and refugee communities.Google Scholar
Kapucu, N., Hu, Q., & Khosa, S. (2017). The state of network research in public administration. Administration & Society, 49(8), 1087–1120.Google Scholar
Keast, R. & Mandell, M. (2014). The collaborative push: Moving beyond rhetoric and gaining evidence. Journal of Management & Governance, 18(1), 9–28.CrossRefGoogle Scholar
Kettl, D. F. (2002). The transformationof governance: Public administration for the twenty-first century. Baltimore, MD: Johns Hopkins University Press.Google Scholar
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.Google Scholar
Koliba, C. J., Meek, J. W., Zia, A., & Mills, R. W. (2018). Governance networks in public administration and public policy. London: Routledge.Google Scholar
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.CrossRefGoogle Scholar
Linden, R. M. (2010). Leading across boundaries: Creating collaborative agencies in a networked world. Hoboken, NJ: John Wiley & Sons.Google Scholar
Lowndes, V. & Skelcher, C. (1998). The dynamics of multi‐organizational partnerships: an analysis of changing modes of governance. Public Administration, 76(2), 313–333.Google Scholar
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.CrossRefGoogle Scholar
Milward, H. B. and Provan, K. G. (2000). Governing the hollow state. Journal of Public Administration Research and Theory, 10(2), 359–379.CrossRefGoogle Scholar
Mintzberg, H. (1984). Power and organization life cycles. Academy of Management Review, 9(2), 207–224.Google Scholar
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.CrossRefGoogle Scholar
National League of Cities (2019). How Detroit created a green oasis in the middle of Motor City. Accessed online at: https://citiesspeak.org/2019/01/29/how-detroit-created-a-green-oasis-in-the-middle-of-motor-city/.Google Scholar
NORC (2011). Developing a conceptual framework to assess the sustainability of community coalitions post-federal funding. Accessed online at: https://aspe.hhs.gov/pdf-report/developing-conceptual-framework-assess-sustainability-community-coalitions-post-federal-funding.Google Scholar
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.Google Scholar
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.Google Scholar
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.Google Scholar
O’Toole, L. J. (2014). Networks and networking: The public administrative agendas. Public Administration Review, 75(3), 361–371.CrossRefGoogle Scholar
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.Google Scholar
Quinn, R. & Cameron, K. (1983). Organizational life cycles and shifting criteria of effectiveness: Some preliminary evidence. Management Science, 29(1), 33–41.Google Scholar
Stevens, S. K. (2001). Nonprofit lifecycles: Stage-based wisdom for nonprofit capacity. Long Lake, MN: Stagewise Enterprises.Google Scholar
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.Google Scholar
Strichman, N., Bickel, W. E., & Marshood, F. (2008). Adaptive capacity in Israeli social change nonprofits. Nonprofit and Voluntary Sector Quarterly, 37(2), 224–248.Google Scholar
Torfing, J. (2016). Collaborative innovation in the public sector. Washington, DC: Georgetown University Press.CrossRefGoogle Scholar
Witmer, H. & Mellinger, M.S. (2016). Organizational resilience: Nonprofit organizations’ response to change. Work, 54(2), 255–265).CrossRefGoogle ScholarPubMed
Zuckerman, H. S. & D’Aunno, T. A. (1990). Hospital alliances: Cooperative strategy in a competitive environment. Health Care Management Review, 15(2), 21–30.Google Scholar
Accessibility standard: Unknown
Why this information is here
This section outlines the accessibility features of this content - including support for screen readers, full keyboard navigation and high-contrast display options. This may not be relevant for you.Accessibility Information
Accessibility compliance for the HTML of this element is currently unknown
and may be updated in the future.
- 16
- Cited by