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Theory-driven approaches to analysing collaborative performance

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  • Chris Skelcher
  • Helen Sullivan

Abstract

The theory-driven approach to analysing and assessing collaborative performance provides an important tool for researchers and policy-makers seeking to understand collaborative performance. It explains performance deductively, in terms of the a priori causality of relationships between variables. Different theoretical domains provide different insights into collaborative performance. The theory-driven approach to collaborative performance contrasts with the metric-driven approach. Here, performance is defined in terms of what can be measured, and causality is then inferred inductively. Five performance domains are identified, covering the democratic, integrative, transformative, policy, and sustainability dimensions of collaboration. These draw on democratic theory, exchange and power-dependency theory, institutional theory, policy network theory, and discourse theory. The analytical consequences of each theory-driven approach are examined through three case studies. The article concludes that each theoretical perspective provides a distinctive insight into collaborative performance, thus more accurately reflecting its multifaceted mature than is possible with a metric-driven approach.

Suggested Citation

  • Chris Skelcher & Helen Sullivan, 2008. "Theory-driven approaches to analysing collaborative performance," Public Management Review, Taylor & Francis Journals, vol. 10(6), pages 751-771.
  • Handle: RePEc:taf:rpxmxx:v:10:y:2008:i:6:p:751-771
    DOI: 10.1080/14719030802423103
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    Citations

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    Cited by:

    1. Kate Broadhurst & Jennifer Ferreira & Nigel Berkeley, 2021. "Collaborative leadership and place-based development," Local Economy, London South Bank University, vol. 36(2), pages 149-163, March.
    2. Carmen Echebarria & Jose M. Barrutia, 2011. "Managing Policy Networks: A Social Marketing- And Collective Intelligence Systems-Driven View," ERSA conference papers ersa11p1402, European Regional Science Association.
    3. Sara Rye, 2022. "Analysis of the Disparity between Recurring and Temporary Collaborative Performance: A Literature Review between 1994 and 2021," Logistics, MDPI, vol. 6(4), pages 1-16, October.
    4. Germà Bel & Thomas Elston, 2022. ""When the Time is Right: Testing for Dynamic Effects in Collaborative Performance"," IREA Working Papers 202212, University of Barcelona, Research Institute of Applied Economics, revised Jul 2022.
    5. Mette Eilstrup-Sangiovanni, 2022. "Ordering global governance complexes: The evolution of the governance complex for international civil aviation," The Review of International Organizations, Springer, vol. 17(2), pages 293-322, April.
    6. Nizkorodov, Evgenia, 2021. "Evaluating risk allocation and project impacts of sustainability-oriented water public–private partnerships in Southern California: A comparative case analysis," World Development, Elsevier, vol. 140(C).
    7. Rachel Robinson, 2016. "Hybridity: A Theory of Agency in Early Childhood Governance," Social Sciences, MDPI, vol. 5(1), pages 1-13, February.
    8. Patrícia Silva & Luís F. Mota & Raúl Carneiro & Raquel Valentim & Filipe Teles, 2023. "The Inner Functioning of Local Governance Networks in Centralized Countries: A ‘Brave New World’?," Social Sciences, MDPI, vol. 12(5), pages 1-14, May.
    9. Carey Doberstein, 2016. "Designing Collaborative Governance Decision-Making in Search of a ‘Collaborative Advantage’," Public Management Review, Taylor & Francis Journals, vol. 18(6), pages 819-841, July.

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