The collaborative push: moving beyond rhetoric and gaining evidence

Keast, Robyn; Mandell, Myrna

doi:10.1007/s10997-012-9234-5

Cited by 101 publications

(117 citation statements)

References 24 publications

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“…In Australia, similar trends are emerging from both federal government officials and their beneficiaries who are interested in becoming involved in decisionmaking processes (Keast and Brown 2006). Keast and Mandell (2014) describe a dynamic policy towards the voluntary sector, including philanthropy, pointing toward inclusive and collaborative models such as in the case of Queensland. According to the authors, in responding to demands for a participatory style of governance, a range of new initiatives was developed.…”

Section: Relations Between Government and Philanthropy: An Internatiomentioning

confidence: 96%

Government and Philanthropy in Israel

Schmid

Nissim

2016

Soc

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This authors present findings of research exploring the relationships between government and philanthropy in Israel. The main findings indicate a gradual change, from the previously strained relationships between the two towards an accepting and collaborative approach, resulting in the development of innovative and creative social, economic, and educational initiatives. This change is a result of the "Interfacing Round Tables" which serve as the vehicle for creating a dialogue between the government, the business sector, and nonprofit organizations. Nevertheless, there is still a perceived ideological and cultural gap that must be bridged in order to achieve the added value of collaboration for the benefit of clients and citizens. Cross-sector partnership as an option is also proposed and discussed.This article describes, analyzes and evaluates the changing relationships between government and philanthropy in Israel in recent years. Basing on different patterns of relationships between government and philanthropy in various countries, we explore these relations in Israel as well. This article presents the attitudes of the parties involved with respect to the mission and role of philanthropy in the Israeli society, the form of developing relations, the extent of cooperation, and the constraints and limitations imposed on each party, including personal and organizational barriers. Finally, it explores whether the Israeli case is unique or part of a process developing in many countries. Philanthropy in IsraelThe last decades have witnessed changes in Israeli philanthropy. These are expressed mainly in the growth in the scope and volume of giving by Israelis accompanied by the creation of new channels of giving and the appearance of the "new philanthropists." Official data indicates a growth in giving in Israel since the 1990's. In 2011, the last year of official figures available, Israeli donations totaled NIS 5.7 billion (US$1.5 billion), comprised of household donations (71 %) and donations from corporations (27 %) and estates (2 %) (Central Bureau of Statistics, 3.3.2014). The share of Israeli philanthropy of the total income of non-profit organizations coming from donations is 40 %, and the rest comes from abroad. The Israeli contribution shows an increase of 21 % in comparison with previous years (2006)(2007), when donations from abroad totaled 70 % in comparison with 30 % from Israel.This increase is based on the giving of the new Israeli philanthropists, who have emerged from the electronics and high-tech industries where they made their fortune. Along with them, there is an increase in the number of business and family foundations that contribute to social and educational programs complementing the services provided by the government (Schmid 2011;Schmid et al. 2009;Shimoni 2008).With this in mind, we aimed to expand the scope of research in an attempt to better understand the evolving and

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Section: Relations Between Government and Philanthropy: An Internatiomentioning

confidence: 96%

Government and Philanthropy in Israel

Schmid

Nissim

2016

Soc

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“…Strategizing it could be considered as a driver of collaboration because it requires long-term and dense relationships, negotiating approach, mutual trust, systematic approach, and change-oriented behavior. In addition, Keast and Mandell (2014) underline a positive link between enhanced connections and improved outcome in all forms of services integration (cooperation, coordination, and collaboration).…”

Section: From the Collaborative Governing Process To The Collaborativmentioning

confidence: 96%

Beyond the Orthodoxy of New Public Management: The Outcome Evaluation in the Italian Strategic Cities

Pepe

Magliacani²

2015

UCPA

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Collaboration is still being debated in public management studies. As specific way of creating public value, the collaborative working is mainly encouraged by the austerity, that implies putting resources together, not only the financial ones. Hence, new forms of service integration are asked in order to improve public service delivery in a more efficient and effectiveness way. Even if public administrations have embraced this trend, the focus adopted is mainly oriented to the planning and the programming approach rather than to the evaluation phase. What is the outcome of public service delivered through a collaborative approach? What is the outcome evaluation of the collaborative process? These kinds of outcome are evaluated? This study aims at investigating which kind of outcome is outlined by the Italian Strategic Cities in their collaborative strategic planning for cultural services delivery. As a main finding, the research extends the knowledge on the outcome evaluation of the collaboration in terms of process and in terms of impact of public services delivered.

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“…The information-sharing activities aim at reducing the substantive complexity of the joint problem facing the multiple organizations, including mutual recognition between correlated organizations, awareness of plurality of perceptions and data sharing and knowledge exchange [23,26]. From this perspective, the lowest level of cooperation does not require a great deal of effort or loss of autonomy [27].…”

Section: Inter-organizational Activities As Outcomes Of Cooperationmentioning

confidence: 99%

“…It has a strong task orientation and it is about cooperative process requiring organizations to work together via already established joint goals and more structured mechanisms [27]. Therefore, in relations with a medium level of cooperation, organizations not only share information but also use strategies and exchange resources to make joint goals, plans and decisions.…”

Section: Inter-organizational Activities As Outcomes Of Cooperationmentioning

confidence: 99%

What Conditions, in Combination, Drive Inter-Organizational Activities? Evidence from Cooperation on Environmental Governance in Nine Urban Agglomerations in China

Mu¹,

Jia²,

Leng³

et al. 2018

Sustainability

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Abstract:This study investigates what conditions, in combination, drive varying levels of intensity of inter-organizational activities regarding cooperation on environmental governance in nine urban agglomerations in China. This article distinguishes strong and weak inter-organizational activities; and through a literature review, the article distills five conditions influencing inter-organizational activity, including vertical meta-governance, horizontal meta-governance, leadership, autonomous capacity disparity and environmental status disparity. While these conditions are clearly unique, it is unclear if any of these conditions are necessary or sufficient and how they work collectively, for varying degrees of inter-organization activities. Through the method of Qualitative Comparative Analysis (QCA), the article examines this question. The findings suggest that strong horizontal meta-governance and strong leadership are both necessary conditions for strong inter-organizational involvement in joint environmental governance. Small disparities in autonomous capacity and environmental status are sufficient conditions for strong inter-organizational activities. Strong vertical meta-governance is neither a necessary nor a sufficient condition. The QCA results reveal that local authorities should put energy in developing their formal structures favorable for cooperation and that local leaders should develop skills to facilitate joint actions between member cities in an agglomeration.

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The collaborative push: moving beyond rhetoric and gaining evidence

Cited by 101 publications

References 24 publications

Government and Philanthropy in Israel

Government and Philanthropy in Israel

Beyond the Orthodoxy of New Public Management: The Outcome Evaluation in the Italian Strategic Cities

What Conditions, in Combination, Drive Inter-Organizational Activities? Evidence from Cooperation on Environmental Governance in Nine Urban Agglomerations in China

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