Clarifying Collaborative Dynamics in Governance Networks

Research output: Chapter in Book/Report/Conference proceedingChapter (peer-reviewed)peer-review

Authors

Colleges, School and Institutes

External organisations

  • West Virginia University
  • Roosevelt University Chicago

Abstract

Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.

Details

Original languageEnglish
Title of host publicationFrom Austerity to Abundance?
Subtitle of host publicationCreative Approaches to Coordinating the Common Good
EditorsMargaret Stout
Publication statusPublished - 2018

Keywords

  • Collaborative governance, Integrative Governance, integration, network management, process evaluation, Follett