Vangen, Siv
(2017).
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| DOI (Digital Object Identifier) Link: | https://doi.org/10.1111/puar.12683 |
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| Google Scholar: | Look up in Google Scholar |
Abstract
Collaboration is present throughout public administration as a means to address social issues that sit in the inter-organizational domain. Yet research carried out over the last three decades concludes that collaborations are complex, slow to produce outputs, and by no means guaranteed to deliver synergies and advantage. For these reasons, this article explores whether a ‘paradox lens’ can aid the development of practice-oriented theory to help those who govern, lead and manage collaboration in practice. It draws on a long standing research program on collaboration and a synthesis of literature on paradox of relevance to collaboration. The article develops five propositions on the application of a paradox lens that explicitly recognizes the context of collaboration as inherently paradoxical; acknowledges the limitation of mainstream theory in capturing adequately the complex nature of and tensions embedded in collaborative contexts and uses the principles of paradox to develop practice-oriented theory on governing, leading and managing collaborations.
| Item Type: | Journal Item |
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| Copyright Holders: | 2016 The American Society for Public Administration |
| ISSN: | 1540-6210 |
| Academic Unit/School: | Faculty of Business and Law (FBL) > Business > Department for Public Leadership and Social Enterprise Faculty of Business and Law (FBL) > Business Faculty of Business and Law (FBL) |
| Research Group: | Health and Wellbeing PRA (Priority Research Area) |
| Item ID: | 47830 |
| Depositing User: | Tracey Moore |
| Date Deposited: | 16 Nov 2016 10:00 |
| Last Modified: | 07 Jun 2019 16:42 |
| URI: | http://oro.open.ac.uk/id/eprint/47830 |
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