Exploring Leadership in Multi-sectoral Partnerships

Armistead, Colin; Pettigrew, Paul; Aves, Sally

doi:10.1177/1742715007076214

Cited by 80 publications

(66 citation statements)

References 50 publications

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“…This is a prerequisite. Leaders of large-scale collaborative must articulate with confidence the collaborative's direction (Armistead et al, 2007;Sullivan et al, 2012), our findings concur with the literature, that projects must align with the organisational vision and strategic goals to ensure that buy-in is realised. Hence LIQH functions as an alignment network through the way it connects individuals with a common purpose and raises awareness and consciousness about the bigger picture (of system-wide improvement).…”

Section: Key Lessons From the Literature For Liqhsupporting

confidence: 85%

Innovation and sustainability in a large-scale healthcare improvement collaborative - seven propositions for achieving system-wide innovation and sustainability

Amoo

Malby

Mervyn

2016

IJSSM

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Change and reform in the healthcare system, and policy determination to reduce costs has now necessitated a rethink and more innovation for this sector. Leadership needs to strengthen professionals who have the dual responsibility for ensuring the quality and effectiveness of healthcare and this requires new organisational forms beyond the traditional hierarchical structures. Drawing upon strategic management and leadership discourse to underpin the study into sustainable and high performing healthcare systems, we present seven key lessons (propositions) from a mixed-methods study of a city-wide collaboratives in Leeds, UK. Our study suggested that the sustainability of such collaboratives, requires a more effective structure that could be local city-wide collaborative in contrast to national/regional collaboratives. However, there are also several unknowns in such novel organisational structures. The study also finds that both an energetic strategic leader and promotion of professional learning cultures are vital for the sustainability of such collaboratives.

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Section: Key Lessons From the Literature For Liqhsupporting

confidence: 85%

Innovation and sustainability in a large-scale healthcare improvement collaborative - seven propositions for achieving system-wide innovation and sustainability

Amoo

Malby

Mervyn

2016

IJSSM

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“…The extent to which this systems or multisectoral thinking can be operationalized will not only inform the earlier recommendation about training and pipeline development, but may be instructive in how to create supportive structures for that new form of leadership (Armistead, Pettigrew, & Aves, 2007).…”

Section: Theme Recommendationsmentioning

confidence: 99%

An Agenda to Advance Integrative Resilience Research and Practice: Key Themes From a Resilience Roundtable

Acosta¹,

Chandra²,

Madrigano³

2017

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An Agenda to Advance Integrative Resilience Research and Practice ii PrefaceResilience can be defined as the capacity of a dynamic system, such as a community, to anticipate and adapt successfully to challenges. In recent years, the range of social and physical stresses that people and communities experience has multiplied. Official declarations of natural, manmade, and technological disasters in the United States (and globally) have increased in the past decade. Further, these acute events combine with the stress and strain from economic challenges and environmental stress, affecting many populations and communities chronically. In this context, the science and practice of how to foster resilience for both individuals and communities has grown in scope. Much of this work has centered on the factors that make individuals and communities more resilient and the interventions that can build resilience. Today, many researchers, policymakers, and practitioners are leading and funding efforts to determine the most effective ways to build the resilience capacity and capability of individuals and organizations.The Robert Wood Johnson Foundation (RWJF) is interested in supporting the health and development of people and communities, which is reflected in their contributions to the fields of individual and community resilience. This report summarizes work conducted jointly by researchers from the RAND Corporation and RWJF on a potential future research and practice agenda in resilience, uniquely bridging individual and community resilience research and practice across sectors. The report provides a path forward primarily built on proceedings from a Resilience Roundtable, held in June 2016, and supplemented with relevant literature review. The meeting convened by RWJF in collaboration with RAND explored the state of the resilience field and opportunities for further development. The meeting brought together researchers across disciplines as well as practitioners and policymakers across sectors for a day-long discussion of the topic. The goal was to identify where and how we can move to a more integrated and cohesive resilience agenda, with attention to critical factors that would motivate more collaborative work.

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“…Partnership is often used interchangeably to cooperation, collaboration, alliance, collaborative advantage or networking (Armistead et al, 2007). The essential motivation for forming a partnership is the added value of 'working jointly', compared to what can be achieved individually.…”

Section: Public -Public Partnerships (Pups)mentioning

confidence: 99%

Partnerships for a Better Governance of Natural Hazard Risks

et al. 2014

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This paper discusses the role played by decentralized, voluntary multi-stakeholder partnerships between public authorities and agencies and/or public authorities and civil society for disaster risk reduction. We pay attention to Public -Public Partnerships (PuP), a term coined for public alliances in early 2000s although arguably building upon community-based natural resource management (CBNRM) and disaster risk reduction (CBDRR), as well as other cooperative initiatives. In many respects PuPs became known as a counterpart of PPPs and quickly spread in public water and health service provision. While the concept of PuPs match to some extent the European Union's efforts to expand horizontal cooperation and collaboration, it appears too narrow to capture the sense of European initiatives. In particular, the strict exclusion of business and commercial undertakings in the essence of PuPs by early scholars is not compatible with the call for truly cooperative multi-governance arrangements. The paper examines the concept of PuP, its objectives and defying characteristics, partners involved and relationship tying them. It then moves to understand to what extent partnerships meant to improve cooperation and coordination have permeated the EU legislation and policies, focusing especially on the role of inclusive governance and territorial cooperation. The analysis is complemented by examples of PuPs addressed in the ENHANCE case studies in which disaster risk reduction plays a role.

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Exploring Leadership in Multi-sectoral Partnerships

Cited by 80 publications

References 50 publications

Innovation and sustainability in a large-scale healthcare improvement collaborative - seven propositions for achieving system-wide innovation and sustainability

Innovation and sustainability in a large-scale healthcare improvement collaborative - seven propositions for achieving system-wide innovation and sustainability

An Agenda to Advance Integrative Resilience Research and Practice: Key Themes From a Resilience Roundtable

Partnerships for a Better Governance of Natural Hazard Risks

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