A new article has appeared in Public Management Review drawing on cases derived from the collaboration database. In the publication, the authors examine under what circumstances collaborations can attain legitimacy and accountability, finding that these desirable outcomes can co-exist if collaborations meet specific conditions.
The article was able to provide an extensive Qualitative Case Analysis of multiple factors by drawing on 39 of the cases of the database, while adding qualitative insights by drawing on the extensive descriptions also in the database.
One of the authors Benedetta Trivellato reports: “It was great to be able to access so many cases for our analysis. Moreover, the database also proved to be a very transparent resource in the review process. One reviewer looked up the raw data of the cases we used as examples, allowing for an open and constructive debate about how we interpreted the data.
Across the world, collaborative governance researchers are experimenting with new scaled-up techniques to collect more cases, conduct cross-country comparisons, and map collaborations. What are today’s big questions in collaborative governance research? Why do we need to scale up to answer these questions? And what is lost in adopting these new methods?
These and other questions were addressed during a webinar hosted by the collaborative governance case database on June 8, 2021. The event was moderated by Dr. Christopher Ansell (University of California-Berkeley) and included panelists: Dr. Tina Nabatchi (Syracuse University; The Atlas of Collaboration Project), Dr. Scott Douglas (Utrecht University; Collaborative Governance Database), and Dr. Peter Triantafillou (Roskilde University; The Tropico Project).
For more information, please see the flyer
The Collaborative Governance Case Database will form the basis for an upcoming Special Issue in Environmental Management edited by Nicola Ulibarri, Hayley Henderson, Mark Imperial, and Saba Siddiki. The special Issue will frame around the general topic of collaborative governance in environmental management. Papers will leverage the Database to advance knowledge about the drivers, dynamics, and performance of specific collaborative governance regimes in environmental management and will be adopting a comparative approach.
The Special Issue will include, amongst others, contributions by: prof. dr. Chris Ansell (UC Berkeley), dr. Oliver Berthod (ICN Business School ), prof. dr. Ole Bruun (Roskilde University), prof. dr. Oliver Rubin (Roskilde University), dr. Hayley Henderson (Australian National University), dr. Mark Imperial (UNC Wilmington), prof. dr. Jens Newig (Lüneburg University), prof. dr. Benedetta Trivellato (University of Milano-Bicocca), dr. Nicola Ulibarri (University of California, Irvine), and dr. Saba Siddiki (Syracuse University).
Prof. dr. Eva Sorensen (Roskilde University) and prof. dr. Jacob Torfing (Roskilde University) will use the database format to systematically collect and compare data for their recently launched Coping strategies around co-creation in Norwegian municipalities (ECCO) project on coping strategies around co-creation in Norwegian municipalities.
This research project aims to unravel the expectations of Norwegian local governments to the introduction of new forms of co-creation, analyse how co-creation practices challenge established forms of governance based on Classical Public Administration and New Public Management, and identify and assess the coping strategies deployed by local public managers who are aiming to deal with the current transformations. Using the Collaborative Governance Case Database, the Norwegian findings will be compared to similar research in different national contexts
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.