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Supporting interorganizational partnerships in the public sector

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  • Pete Mann
  • Sue Pritchard
  • Kirstein Rummery

Abstract

The paper pursues the impact from a work-based human resources development (HRD) initiative on two key variables accounting for the distinctiveness of joined up working in reformed health and social care practice. The HRD requirements for the practice of joint working are drawn from the changing administrative and political context behind interorganisational partnership and in light of recent shifts of empasis in management development. A grounded evaluation of a postgraduate accredited programme of action learning and research in London informs the findings, providing qualitative illustration of the meaning of participants' learning. The twin elements of action learning, programmed knowledge (P) and questioning insight (Q), are conceptually inter-related with the distinctive characteristics of interorganizational partnership to frame evidence suggesting that action learning can help strengthen both rational and emotional competence in leading change in periods of uncertainty.

Suggested Citation

  • Pete Mann & Sue Pritchard & Kirstein Rummery, 2004. "Supporting interorganizational partnerships in the public sector," Public Management Review, Taylor & Francis Journals, vol. 6(3), pages 417-439, September.
    • Handle: RePEc:taf:pubmgr:v:6:y:2004:i:3:p:417-439
    DOI: 10.1080/1471903042000256565
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    Cited by:

    1. Pete Mann & Davina Clarke, 2007. "Writing it down—writing it out—writing it up: researching our practice through action learning," Action Learning: Research and Practice, Taylor & Francis Journals, vol. 4(2), pages 153-171.

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