This article is an introduction to the special issue of Policy & Society that presents six articles utilizing database to produce six distinct articles. This article also presents an introduction into the the collaborative case database, exploring its design, opportunities and limitations. Read the article Here.
Collaborative innovation seems ideal to deal with the growing expectations to public services and the pervasiveness of wicked problems in times characterized by growing fiscal constraints. However, the challenge for collaborative innovation is to nurture the diversity of views, ideas and forms of knowledge while still establishing a common ground for joint learning. In this article Jacob Torfing , Daniela Cristofoli , Peter A. Gloor , Albert J. Meijer and Benedetta Trivellato explore how multiple constellations of institutional design and leadership spur collaborative innovation. Using data from the Collaborative Case Database they find that the exercise of hands-on leadership is more important for securing collaborative innovation outcomes than hands-off institutional design. Read the article Here.
The literature on collaborative governance has generated several comprehensive models detailing the conditions – such as the presence of incentives to participate, appropriate institutional designs, or facilitative leadership – which collaborations must meet to achieve collaborative performance. However how all of these conditions interact is less well understood. Leveraging the Collaborative Governance Case Database this analysis shows that the current models for collaborative governance can serve as roadmaps, laying out all of the different conditions than may be important, but that collaborations can follow different routes to reach their objectives. Read the full article Here.
Who should be included in collaborative governance and how they should be included? This is an important, though the dynamics of inclusion are not yet well understood. In this article Chris Ansell, Carey Doberstein, Hayley Henderson, Saba Siddiki, and Paul ‘t Hart propose a framework to shape the empirical analysis of what contributes to inclusion in collaborative processes. Utilizing a mixed-method approach, based on the collaborative case database, Using a mixed-method approach to analyze these predictions, they find support for their ideas, particularly for the central importance of active inclusion management. Read the article Here.
Understanding the performance of collaborative governance regimes (CGRs) necessitates an understanding of how stakeholders and their interactions evolve over time. However, few studies assess the evolution of the structure or process dynamics of CGRs over time. In this article Nicola Ulibarri , Kirk Emerson , Mark T. Imperial , Nicolas W. Jager , Jens Newig and Edward Weber, based on the Collaborative Case Database, explore the longitudinal dynamics of CGRs. They find that CGRs follow a variety of trajectories, from failing to initiate, to achieving their work in a relatively quick time, to sustaining their operations for decades, to incurring slow or rapid declines in health. Furthermore the study shows that that at some point, even stable and healthy collaborations incur some decline in their robustness. Read the full article Here.
Collaboration is vital to effectively prepare for and respond to complex crises, such as natural hazard events, terrorist attacks, pandemics. Charles F. Parker, Daniel Nohrstedt,Julia Baird, Helena Hermansson, Olivier Rubin and Erik Baekkeskov utilized the Collaborative Governance Databank to empirically explore core theoretical assumptions about collaborative governance in the context of crisis management. The article demonstrates that effectively containing conflict, formulating and achieving shared goals, adapting to rapidly changing situations and emergent structures, and innovate in response to unforeseen problems are required for successful collaborations during crises. Read the full article Here.
While research has considered public managers as boundary spanners – the situated, purposeful and flexible effort to accommodate and guide cross-institutional conflict resolution, communication and coordination – there are very few studies of how, and to what effect, politicians span the boundaries between collaborative governance arenas and policy-making within the traditional institutions of representative democracy. Building on 28 cases of local, regional or national level policy-making that are included in the Collaborative Governance Case Database, this study indicates that there is considerable variation in the way politicians perform political boundary spanning particularly with respect to their degree of engagement in collaborative policymaking arenas and the focus of their boundary-spanning activities. Read the article Here.