- List of Figures
- List of Tables
- List of Contributors
- Introducing Inter‐organizational Relations
- Manifestations of Inter‐organizational Relations
- Transforming Industrial Districts: How Leading Firms are Escaping the Manufacturing Cage
- Inter‐organizational Relationships, Chains, and Networks: A Supply Perspective
- Alliances and Joint Ventures: The Role Of Partner Selection From An Embeddedness Perspective
- Policy and Implementation Networks: Managing Complex Interactions
- Collaborative Service Provision in the Public Sector
- Voluntary and Community Sector Partnerships: Current Inter‐organizational Relations and Future Challenges
- Inter‐organizational Relationships in Local and Regional Development Partnerships
- Temporary Inter‐organizational Projects: How Temporal and Social Embeddedness Enhance Coordination and Manage Uncertainty
- Technology Service Inter‐organizational Relationships: An Agenda for Information Technology Service Sourcing Research
- Theoretical and Disciplinary Perspectives on the Study of Inter‐organizational Relations
- The Social Network Perspective: Understanding the Structure of Cooperation
- Evolutionary Perspectives on Inter‐organizational Relations
- Transaction Costs Perspectives on Inter‐organizational Relations
- Critical Perspectives on Collaboration
- Managing Collaborative Inter‐organizational Relations
- The Social Psychology of Inter‐organizational Relations
- Political Perspectives on Inter‐organizational Networks
- Perspectives on Inter‐organizational Relations in Economic Geography
- Theories of Contract and their use in Studying Inter‐organizational Relations: Sociological, Psychological, Economic, Management, and Legal
- Key Topics In Inter‐organizational Relations Research
- Trust in Inter‐organizational Relations
- Inter‐organizational Power
- The Role of Social Capital in Inter‐organizational Relationships
- Learning and Innovation in Inter‐organizational Relationships
- Change, Dynamics, and Temporality in Inter‐organizational Relationships
- Intervening to Improve Inter‐organizational Partnerships
- Evaluating Inter‐organizational Relationships
- The Field of Inter‐organizational Relations: A Jungle or an Italian Garden?
- Name Index
- Subject Index
Abstract and Keywords
The topic of public service partnerships has clear substantive importance. Governments all over the world are increasing their dependence upon collaborative partnerships to delivery public services. This article reviews literature written in the crevice between the espoused benefits of collaborative service partnerships and the reality that they are difficult to create, sustain, and use to mobilize resources in ways that create positive results. According to this article, the literature exploring the collaborative public service delivery is diverse. This reflects the variation found in the field, as practitioners use an increasingly wide array of tools to work on complex, public problems. What has resulted is a disparate literature with two distinct streams of inquiry — one focusing on collaboration itself, the other on the consequences these new service arrangements have on organizations and citizens. This article reveals some fundamental issues unresolved in the ongoing scholarly inquiry.
Jodi Sandfort is Associate Professor at the Humphrey Institute of Public Affairs at the University of Minnesota. Her research, teaching, and practice focus on improving the implementation of social policy, particularly those policies designed to support low‐income children and their families. Previously, she was an assistant professor of public administration at the Maxwell School of Public Affairs and the Director of the Children's and Family Program at the McKnight Foundation in Minneapolis, Minnesota. She has worked as a consultant and trainer with national and state‐wide foundations, think‐tanks, public agencies, and non‐profit organizations. Jodi earned her Ph.D. and Master's in social work from the University of Michigan.
H. Brinton Milward is the Providence Service Corporation Chair in Public Management at the Eller College of Management, University of Arizona. He was the first President of the Public Management Research Association and is a fellow of the National Academy of Public Administration. His research interests revolve around networks and collaboration and how to efficiently and effectively manage networks of organizations that jointly produce public services like health care. His recent articles on ‘Dark Networks’ have been widely cited for their application of network analysis to terrorist networks, human trafficking, drug smuggling, and other illegal activities.
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