Broadening the Definition of Collaboration in Early Care and Education

Hong, Sandra Soliday; Yazejian, Noreen; Guss, Shannon; Stein, Amanda; Connors, Maia C.; Horm, Diane; Kainz, Kirsten

doi:10.1080/10409289.2019.1656987

Cited by 4 publications

(2 citation statements)

References 16 publications

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“…In watershed management, interorganizational collaboration is offered as a way to increase public value and improve environmental outcomes (Imperial, 2005). ECE experts tout that collaborative programmatic approaches increase access to services and overall quality (Del Grosso et al, 2014; Hong et al, 2019). These examples and regulations suggest that public and nonprofit managers receive clear messages that collaboration is the go-to response.…”

Section: The Three Cs As Strategic Responsementioning

confidence: 99%

Acquiesce, Compromise, or Avoid? Collaboration, Coordination, & Cooperation as Different Strategic Responses to Institutional Pressures

Sedgwick

Lemaire

2023

The American Review of Public Administration

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Collaboration is often touted as the ideal interorganizational relationship (IOR) to tackle many challenging social problems; however, collaboration is just one of many types of IORs that public managers can undertake. This article presents public managers’ decisions to cooperate, coordinate, or collaborate with program partners as strategic responses of avoiding, compromising, or acquiescing, respectively. We argue that perceptions of coercive, normative, and mimetic pressures influence the likelihood to undertake different IORs; specifically, as managers experience combined isomorphic pressures, they are more likely to acquiesce and collaborate with program partners. Findings from our qualitative study of federal and state preschool programs in Virginia, USA reveal that as managers perceive additional pressures they are more likely to pursue more involved IORs. Unexpectedly, we find that cooperators perceive few isomorphic pressures, and we also find that perceived deterrent isomorphic pressures distinguish coordinators from collaborators. These findings offer insight about how organizational field pressures can affect strategic IOR responses.

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Section: The Three Cs As Strategic Responsementioning

confidence: 99%

Acquiesce, Compromise, or Avoid? Collaboration, Coordination, & Cooperation as Different Strategic Responses to Institutional Pressures

Sedgwick

Lemaire

2023

The American Review of Public Administration

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“…Nevertheless, there is still a lack of clarity about the differentiation between these terminologies. Soliday Hong et al [61] provide a definition of collaboration as a cooperative, interorganizational connection that is negotiated via a continuous communication process. In their definition, they use the word cooperation to elucidate the concept of collaboration.…”

Section: Hypothesismentioning

confidence: 99%

Effects of Leadership Styles and Organizational Strategy to Enhance Performance Efficiency

Cai

2023

JEBI

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There is a prevalent belief that more attention from top managers towards the basic values and culture of an organization will result in enhanced levels of productivity and creativity. Recent research in the area of transformational leadership emphasizes the significance of senior management in formulating and conveying a clear vision for the organization, exemplifying this vision, fostering innovation, providing support to employees, and involving them in decision-making processes pertaining to their work. The objective of implementing these strategies is to enhance productivity by fostering increased job satisfaction and professional self-assurance among personnel. The formulation of a company's strategy should align with the most probable pathways to achieve success in attaining the company's objectives. The implementation of organizational strategy and effective leadership results in the establishment of a prosperous organization. The study examined the potential achievement of an organization's goals and objectives via the integration of strategic planning and effective leadership. The present study is grounded on extensive research drawn from a diverse range of peer-reviewed scholarly publications pertaining to the subject matter of leadership and organizational strategy in relation to performance. To establish the causal relationship between organizational strategy and performance, several studies have been examined by scholars. This study empirically evaluates many hypotheses and validates them via a comprehensive analysis of the works of various authors.

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Navigating technology in the classroom: a scoping review of technology use during peer collaboration in early educational settings

Burns,

Hoan,

Hreno

et al. 2024

Educational Review

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Broadening the Definition of Collaboration in Early Care and Education

Cited by 4 publications

References 16 publications

Acquiesce, Compromise, or Avoid? Collaboration, Coordination, & Cooperation as Different Strategic Responses to Institutional Pressures

Acquiesce, Compromise, or Avoid? Collaboration, Coordination, & Cooperation as Different Strategic Responses to Institutional Pressures

Effects of Leadership Styles and Organizational Strategy to Enhance Performance Efficiency

Navigating technology in the classroom: a scoping review of technology use during peer collaboration in early educational settings

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