When Collaboration Is Risky Business: The Influence of Collaboration Risks on Formal and Informal Collaboration

Terman, Jessica N.; Feiock, Richard C.; Youm, Jisun

doi:10.1177/0275074019867421

Cited by 52 publications

(54 citation statements)

References 33 publications

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“…Thanks to past investments, they can pursue economic and social equity objectives. The experience also demonstrated the importance of collaborative networks and interconnectedness for diffusing innovative project ideas across governments (Park, Krause, and Feiock 2019; Swann 2017; Terman, Feiock, and Youm 2020). Lessons learned from the EECBG program can help inform design changes in the administration of a second round of green energy and infrastructure grants.…”

Section: Federal Government Fiscal Stimulus and Social Equitymentioning

confidence: 99%

How Can Local Governments Address Pandemic Inequities?

Deslatte

Hatch

Stokan

2020

Public Administration Review

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COVID‐19 is exposing a nexus between communities disproportionately suffering from underlying health conditions, policy‐reinforced disparities, and susceptibility to the disease. As the virus spreads, policy responses will need to shift from focusing on surveillance and mitigation to recovery and prevention. Local governments, with their histories of mutual aid and familiarity with local communities, are capable of meeting these challenges. However, funding must flow in a flexible enough fashion for local governments to tailor their efforts to preserve vital services and rebuild local economies. The authors argue that the Community Development Block Grant and the Energy Efficiency and Conservation Block Grant programs are mechanisms for providing funds in a manner that is adaptable to local context while also focusing on increasing social equity. Administrators must emphasize the fourth pillar of public administration—social equity—in framing government responses to the pandemic.

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Section: Federal Government Fiscal Stimulus and Social Equitymentioning

confidence: 99%

How Can Local Governments Address Pandemic Inequities?

Deslatte

Hatch

Stokan

2020

Public Administration Review

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“…In the case of inter‐council collaboration in England, rational partner selection amid less well‐founded decisions to collaborate is strongly indicative of a legitimacy–efficiency trade‐off, particularly given the lack of evidence for any efficiency savings from sharing administrative services (Elston and Dixon ). Collaboration is a perilous strategy, exposing organizations to the risk of conflicting goals, delayed decisions, third‐party failures and opportunism (Elston et al ; Terman et al ). As Huxham and Vangen (, p. 13) argue, collaboration is also ‘a seriously resource‐consuming activity so is only to be considered when the stakes are really worth pursuing’.…”

Section: Discussionmentioning

confidence: 99%

Efficiency and legitimacy in collaborative public management: Mapping inter‐local agreements in England using social network analysis

Dixon

Elston

2020

Public Administration

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English councils have long aspired to be ‘self‐sufficient’, providing services within single jurisdictions with limited inter‐local collaboration. However, by 2017 almost all local councils (97 per cent) participated in one or more frontline or back‐office ‘shared service’ involving 338 distinct partnerships. We analyse this new‐found enthusiasm for inter‐council collaboration by performing exploratory social network analysis on organizational and financial data for all 353 English councils. We examine factors predicting collaboration and the characteristics of the service networks that result, focusing on resource, organizational and political considerations. Propensity to collaborate was found to be unpredictable, but partner choice was rational, driven by geographical proximity and similarity in organizational and resource characteristics. We argue that, according to the institutional theory of organizations, both efficiency and legitimacy influenced these reform choices, and the risks of fashionable collaboration were mitigated by careful partner selection. We highlight implications for future quantitative research into symbolic (non‐instrumental) forms of collaboration.

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“…These transaction costs emerge from participating in the collaboration. They are coordination, division, and defection risk issues involved in the collaboration (Feiock, 2013; Terman, Feiock, & Youm, 2020). We do not describe these risks in‐depth here, the point is that they have the potential to be altered by externally imposed rules and, therefore, shape the decision to collaborate.…”

Section: Theoretical Structurementioning

confidence: 99%

Dynamic Collaboration: The Effects of External Rules and Collaboration Scope on Interlocal Collaboration

Youm

Terman

2020

Review of Policy Research

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Governance structures such as the American system of federalism create the incentive structure and framework for collaboration between local governments. This interlocal collaboration is crucial to helping governments deal with contemporary issues such as energy efficiency and climate policy where collective action can solve problems more successfully. The goal of this study is to examine how external rules such as federal grant regulations and the current scope of interlocal collaboration affect the choice of interlocal collaboration over time. We do this in the context of energy efficiency and climate policy using the Energy Efficiency and Conservation Block Grant Program.

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When Collaboration Is Risky Business: The Influence of Collaboration Risks on Formal and Informal Collaboration

Cited by 52 publications

References 33 publications

How Can Local Governments Address Pandemic Inequities?

How Can Local Governments Address Pandemic Inequities?

Efficiency and legitimacy in collaborative public management: Mapping inter‐local agreements in England using social network analysis

Dynamic Collaboration: The Effects of External Rules and Collaboration Scope on Interlocal Collaboration

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