Supporting interorganizational partnerships in the public sector

Mann, Pete; Pritchard, Sue; Rummery, Kirstein

doi:10.1080/1471903042000256565

Cited by 15 publications

(9 citation statements)

References 40 publications

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“…Networks and interaction. Networks based on high levels of reciprocity and interaction have been found to support organizational learning processes (Chen 2004;Inkpen 1996;Knight 2002;Mann et al 2004;Rashman and Hartley 2002;Reagans and McEvily 2003;Scott 2000). Strong ties, characterized by mutual trust, regular communication, commitment and interpersonal connections, help to share knowledge and create shared perspectives (Granovetter 1973;Reagans and McEvily 2003).…”

Section: Relationship Characteristicsmentioning

confidence: 99%

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Organizational learning and knowledge in public service organizations: A systematic review of the literature

Rashman

Withers

Hartley

2009

Int J Management Reviews

389

373

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This paper is a systematic review of the literature on organizational learning and knowledge with relevance to public service organizations. Organizational learning and knowledge are important to public sector organizations, which share complex external challenges with private organizations, but have different drivers and goals for knowledge. The evidence shows that the concepts of organizational learning and knowledge are under-researched in relation to the public sector and, importantly, this raises wider questions about the extent to which context is taken into consideration in terms of learning and knowledge more generally across all sectors. A dynamic model of organizational learning within and across organizational boundaries is developed that depends on four sets of factors: features of the source organization; features of the recipient organization; the characteristics of the relationship between organizations; and the environmental context. The review concludes, first, that defining 'organization' is an important element of understanding organizational learning and knowledge. Second, public organizations constitute an important, distinctive context for the study of organizational learning and knowledge. Third, there continues to be an over-reliance on the private sector as the principal source of theoretical understanding and empirical research and this is conceptually limiting for the understanding of organizational learning and knowledge. Fourth, differences as well as similarities between organizational sectors require conceptualization and research that acknowledge sectorspecific aims, values and structures. Finally, it is concluded that frameworks for explaining processes of organizational learning at different levels need to be sufficiently dynamic and complex to accommodate public organizations.

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Section: Relationship Characteristicsmentioning

confidence: 99%

mentioning

confidence: 99%

Organizational learning and knowledge in public service organizations: A systematic review of the literature

Rashman

Withers

Hartley

2009

Int J Management Reviews

389

373

View full text Add to dashboard Cite

show abstract

“…Networks, on the other hand, are seen as preferred solutions to problems involving both market and government failures (Ferlie et al 2011). This line of analysis, however, ignores the many kinds of possible failures which network governance entails (See Davies 2002; Huxham and Vangen 2004;Mann et al 2004;Stern and Green 2005). While it is possible to combine the best of all three arrangements, reconciling their divergent imperatives is not easy (Meuleman 2008).…”

Section: Governance Modes and Governance Failuresmentioning

confidence: 99%

Second Best Governance? Governments and Governance in the Imperfect World of Health Care Delivery in China, India and Thailand in Comparative Perspective

Ramesh

Howlett

2015

Journal of Comparative Policy Analysis: Research and Practice

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The objective of the paper is to assess the usefulness of conceptions of different modes of governance for understanding policy outcomes by studying the experience with hierarchical and non-hierarchical governance modes in the health care sector in China, India, and Thailand. The paper shows their experience with non-hierarchical modes to have been largely disappointing and that all three, but especially Thailand, are in the process of reverting to a more hierarchical mode of service delivery. The conclusion from this study is that non-hierarchical governance is not a substitute for or an improvement upon hierarchical governance in health care due to the many market and government failures that afflict the sector and affect the ability of different governance modes to function effectively. The hierarchical mode of government is also imperfect but less so than the alternatives in delivering health care.

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“…First, as regards methodology, the project experience suggests that practical and theoretical benefits can accrue from an action research approach to tackling the challenges of cross-sectoral working (Mann et al, 2004); an approach in which practitioners from the two sectors can be supported in a collaborative search for practical responses to their jointly experienced problems. In the PIP case, the action research approach enabled cross-sector discussions to move beyond traditional disputes about resources and decision-making and enabled a genuinely collaborative approach to exploring issues, including knowledgesharing and the development of cross-sectoral trust (Kramer and Cook, 2004).…”

Section: Future Research On Cross-sector Partnershipsmentioning

confidence: 99%

Learning Higher-Level Features with Convolutional Restricted Boltzmann Machines for Sentiment Analysis

Huynh

Rüger

2015

Lecture Notes in Computer Science

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Supporting interorganizational partnerships in the public sector

Cited by 15 publications

References 40 publications

Organizational learning and knowledge in public service organizations: A systematic review of the literature

Organizational learning and knowledge in public service organizations: A systematic review of the literature

Second Best Governance? Governments and Governance in the Imperfect World of Health Care Delivery in China, India and Thailand in Comparative Perspective

Learning Higher-Level Features with Convolutional Restricted Boltzmann Machines for Sentiment Analysis

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