The Behavioral Dimension of Governing Interorganizational Goal-Directed Networks--Managing the Unity-Diversity Tension

Saz-Carranza, Àngel; Ospina, Sonia

doi:10.1093/jopart/muq050

Cited by 181 publications

(166 citation statements)

References 51 publications

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“…A similar tension between efficiency and representativeness or unity and diversity has been observed in inter-organizational partnerships and collaborations (Provan and Kennis, 2007;Saz-Carranza and Ospina, 2010). Widmer and Houchin (1999, p.34) suggest that one consequence of this is that federal organizations 'spent considerable time, energy and other resources discussing and modifying their governance structures'.…”

Section: Multi-level Governance: Looking Beyond the Boards Of Unitarymentioning

confidence: 66%

Nonprofit Governance Research

Cornforth

2011

Nonprofit and Voluntary Sector Quarterly

169

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This paper examines some of the main limitations of research on the governance of nonprofit organisations. It argues that there are limitations in both the way governance has been conceptualised and the ways in which it has been researched. It suggests that research has focussed too narrowly on the boards of unitary organisations, and ignored both the wider governance system and the more complex multi-level and multi-faceted governance structures that many organisations have evolved. It also argues that the dominant research designs employed have been cross-sectional and positivist in orientation. As a result too little attention has been paid to board processes and change and how they are influenced by contextual and historical factors. Based on this analysis some new directions for nonprofit governance research are briefly mapped out.3

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Section: Multi-level Governance: Looking Beyond the Boards Of Unitarymentioning

confidence: 66%

Nonprofit Governance Research

Cornforth

2011

Nonprofit and Voluntary Sector Quarterly

169

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“…Thus, for example, the framework does not specify the way the paradox operates in different types of settings. Instead, since the framework captures goals in the totality of the collaboration arena its insights are framed generically as relevant to both management and governance in and of collaborations per se (Provan and Kenis, 2008;Saz-Carranza and Ospina, 2010).…”

Section: Resultsmentioning

confidence: 99%

“…and practitioners interested in the management and governance of collaboration are therefore advised to embrace its paradoxical nature (Connelly, Zhang and Faerman, 2006;Huxham and Vangen, 2005;O'Leary and Bingham, 2009;Provan and Kenis, 2008;Saz-Carranza and Ospina, 2010) 2 .…”

Section: Introductionmentioning

confidence: 99%

“…The research is rooted in theories on management (Agranoff and McGurie, 2001;Thomson and Perry, 2006;Bryson et al, 2006;O'Leary and Bingham, 2009) and governance (Provan and Kenis, 2008;Saz-Carranza and Ospina, 2010) of public sector collaborations but it takes its form specifically from the theory of collaborative advantage (Huxham and Vangen, 2005). Four key principles of the theory are particularly relevant for this paper.…”

Section: Introductionmentioning

confidence: 99%

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The Tangled Web: Unraveling the Principle of Common Goals in Collaborations

Vangen

Huxham

2011

Journal of Public Administration Research and Theory

184

187

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This paper addresses a "goals paradox" which suggests that both congruence and diversity in organizations' goals influence success in collaboration. Using extensive empirical data, we develop a framework which portrays goals as an entangled, dynamic and ambiguously hierarchical web of variously perceived, higher and lower level goals that can be characterized across six dimensions: level, origin, authenticity, relevance, content and overtness. We then explore the paradox in terms of the framework, and so propose a much elaborated theoretical understanding of it. This provides theoretical and practical understanding relevant to management and governance in and of collaboration.

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“…The study by Saz-Carranza builds on this research and combines it with insights from the research program on network management by Agranoff and McGuire. The book is an extended version of an article published by Saz-Carranza together with his PhD supervisor Sonia Ospina in JPART in 2011 (Saz-Carranza and Ospina 2011). Both are based on the author's dissertation in 2008.…”

mentioning

confidence: 99%

Extending Our Knowledge on Network Governance

Raab

2013

Journal of Public Administration Research and Theory

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The Behavioral Dimension of Governing Interorganizational Goal-Directed Networks--Managing the Unity-Diversity Tension

Cited by 181 publications

References 51 publications

Nonprofit Governance Research

Nonprofit Governance Research

The Tangled Web: Unraveling the Principle of Common Goals in Collaborations

Extending Our Knowledge on Network Governance

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