The DOI matches its Crossref record; 132 of the 132 references it cites were found in a registry or an index; 1 of the 39 sources its claims cite were checked for support.
An Integrative Framework for Collaborative Governance
Abstract
Collaborative governance draws from diverse realms of practice and research in public administration. This article synthesizes and extends a suite of conceptual frameworks, research findings, and practice-based knowledge into an integrative framework for collaborative governance. The framework specifies a set of nested dimensions that encompass a larger system context, a collaborative governance regime, and its internal collaborative dynamics and actions that can generate impacts and adaptations across the systems. The framework provides a broad conceptual map for situating and exploring components of cross-boundary governance systems that range from policy or programbased intergovernmental cooperation to place-based regional collaboration with nongovernmental stakeholders to public-private partnerships. The framework integrates knowledge about individual incentives and barriers to collection action, collaborative social learning and conflict resolution processes, and institutional arrangements for cross-boundary collaboration. It is presented as a general framework that might be applied to analyses at different scales, in different policy arenas, and varying levels of complexity. The article also offers 10 propositions about the dynamic interactions among components within the framework and concludes with a discussion about the implications of the framework for theory, research, evaluation, and practice.
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Claims the paper makes
65 Own interpretation · 10 No full text of the sources · 7 Not checked yet · 4 Sources not found · 2 Own result · 1 Partly supported · 1 No basis given
The cited sources support only part of this claim — read each source’s verdict below.
In the paper
“The final driver, uncertainty, is a primary challenge for managing ''wicked'' societal problems (Koppenjan and Klijn 2004;Rittel and Webber 1973).”
§ An Integrative Framework for Collaborative Governance > Drivers
What the sources say
- Not matchedcites Koppenjan and Klijn 2004
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Supportedcites Rittel and Webber 1973 source
Section 1 says wicked problems cannot be definitively formulated because the information needed depends on the proposed solution. Section 4 adds that their full consequences cannot be assessed in advance. Together, these passages support uncertainty as a central challenge in addressing wicked societal problems. (LLM, conf=0.86)
plaindirect- Asserted: passes — The authors put it forward as true.
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- Not matched
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In the paper
“Another common challenge we encountered with these frameworks is a lack of generalizability, that is, their inapplicability across different settings, sectors, geographic and temporal scales, policy arenas, and process mechanisms.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plain- Asserted: passes — The authors put it forward as true.
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A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Proposition One: One or more of the drivers of leadership, consequential incentives, interdependence, or uncertainty are necessary for a CGR to begin.”
§ An Integrative Framework for Collaborative Governance > Drivers
plaindirect- Asserted: passes — The authors put it forward as true.
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- Based: unclear — It is unclear why the paper says it holds.
None of the sources cited for this claim have been checked yet.
In the paper
“Interdependence, or when individuals and organizations are unable to accomplish something on their own, is a broadly recognized precondition for collaborative action (Gray 1989;Thomson and Perry 2006).”
§ An Integrative Framework for Collaborative Governance > Drivers
What the sources say
- Not matchedcites Gray 1989
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Thomson and Perry 2006 source
boosteddirect- Asserted: passes — The authors put it forward as true.
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- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Collective uncertainty about how to manage societal problems is also related to the driver of interdependence.”
§ An Integrative Framework for Collaborative Governance > Drivers
plaincorrelational- Asserted: passes — The authors put it forward as true.
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- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
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A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Uncertainty that cannot be resolved internally can drive groups to collaborate in order to reduce, diffuse, and share risk.”
§ An Integrative Framework for Collaborative Governance > Drivers
plaindirect- Asserted: passes — The authors put it forward as true.
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A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This external system context creates opportunities and constraints and influences the general parameters within which a CGR unfolds.”
§ An Integrative Framework for Collaborative Governance > General System Context
plaindirect- Asserted: passes — The authors put it forward as true.
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A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Nevertheless, such incentives (positive or negative) must exist to induce leaders and participants to engage together.”
§ An Integrative Framework for Collaborative Governance > Drivers
plaindirect- Asserted: passes — The authors put it forward as true.
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A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The more drivers present and recognized by participants, the more likely a CGR will be initiated.”
§ An Integrative Framework for Collaborative Governance > Drivers
hedgedcorrelational- Asserted: passes — The authors put it forward as true.
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- Based: unclear — It is unclear why the paper says it holds.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“In contrast, and consistent with Ansell and Gash (2008) and Thomson and Perry (2006), we view the stages within collaborative dynamics as cyclical or iterative interactions.”
§ An Integrative Framework for Collaborative Governance > Collaborative Dynamics
What the sources say
plain- Asserted: passes — The authors put it forward as true.
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- Probably not a substantial claim. 47
- It may state two separate claims as one. 18
A result the paper reports from its own data — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In comparing these frameworks, we found expected overlap and considerable variation.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaincorrelational- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“This system context generates opportunities and constraints and influences the dynamics of the collaboration at the outset and over time.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In contrast, our framework separates the contextual variables from essential drivers, without which the impetus for collaboration would not successfully unfold.”
§ An Integrative Framework for Collaborative Governance > Drivers
hedgeddirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Finally, it can also be applied to or used to inform participatory governance and civic engagement, although we recognize that the extent of involvement by citizens and the public in collaborative governance can vary considerably.”
§ An Integrative Framework for Collaborative Governance > DEFINING COLLABORATIVE GOVERNANCE: SCOPE AND ORIGINS
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The form and direction of the CGR is shaped initially by the drivers that emerge from the system context; however, the development of the CGR, as well as the degree to which it is effective, is influenced over time by its two components: collaborative dynamics and collaborative actions.”
§ An Integrative Framework for Collaborative Governance > Collaborative Governance Regime
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
In the paper
“Unlike the Ansell and Gash definition, our definition does not limit collaborative governance to only formal, state-initiated arrangements, and to engagement between government and nongovernmental stakeholders.”
§ An Integrative Framework for Collaborative Governance > DEFINING COLLABORATIVE GOVERNANCE: SCOPE AND ORIGINS
What the sources say
- Not checked — no full text of the sourcecites Ansell and Gash 2008 source
plain- Asserted: passes — The authors put it forward as true.
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- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The system context is represented in this framework, not as a set of starting conditions but as a surrounding three-dimensional space because external conditions (e.g., an election, economic downturn, extreme weather event, or newly enacted regulation) may influence the dynamics and performance of collaboration not only at the outset but at any time during the life of the CGR, thus opening up new”
§ An Integrative Framework for Collaborative Governance > General System Context
plainconditional- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“These drivers include leadership, consequential incentives, interdependence, and uncertainty.”
§ An Integrative Framework for Collaborative Governance > Drivers
plain- Asserted: passes — The authors put it forward as true.
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It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The three components of collaborative dynamics work together in an interactive and iterative way to produce collaborative actions or the steps taken in order to implement the shared purpose of the CGR.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Collaborative dynamics, represented by the innermost box with dotted lines, consist of three interactive components: principled engagement, shared motivation, and capacity for joint action.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaincorrelational- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
None of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“Through principled engagement, people with differing content, relational, and identity goals work across their respective institutional, sectoral, or jurisdictional boundaries to solve problems, resolve conflicts, or create value (Cahn 1994;Cupach and Canary 1997;Lulofs and Cahn 2000).”
§ An Integrative Framework for Collaborative Governance > Principled Engagement
What the sources say
- Not matchedcites Cahn 1994
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Cupach and Canary 1997
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Lulofs and Cahn 2000
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may be too vague to check against evidence.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“From this system context emerge drivers, including leadership, consequential incentives, interdependence, and uncertainty, which help initiate and set the direction for a CGR.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“These dynamics and the actions they produce over time constitute a CGR.”
§ An Integrative Framework for Collaborative Governance > Collaborative Dynamics
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
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Probably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
In the paper
“our definition of collaborative governance is broader than what is commonly seen in the literature”
- Also stated in: § DEFINING COLLABORATIVE GOVERNANCE: SCOPE AND ORIGINS · plain
“Thus, it is broader than the definition proposed by Ansell and Gash (2008, 544)”
§ An Integrative Framework for Collaborative Governance > INTRODUCTION
What the sources say
- Not checked — no full text of the sourcecites Ansell and Gash 2008 source
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim.
- Also stated in: § DEFINING COLLABORATIVE GOVERNANCE: SCOPE AND ORIGINS · plain
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Essential drivers energize or induce the convening of participants by reducing the initial formative costs of collective action and setting the collaborative dynamics in motion.”
§ An Integrative Framework for Collaborative Governance > Collaborative Dynamics
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
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Probably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The form and direction of the CGR is shaped initially by the drivers that emerge from the system context; however, the development of the CGR, as well as the degree to which it is effective, is influenced over time by its two components: collaborative dynamics and collaborative actions.”
§ An Integrative Framework for Collaborative Governance > Collaborative Governance Regime
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The variations stem, in part, from the different research traditions, policy arenas, and scales in which these scholars work.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
hedgedconditional- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“There can also be individual uncertainty about the extent to which conventional avenues for solutions or satisfaction (sometimes referred to as the Best Alternative to a Negotiated Agreement in conflict management literature) can be relied on to produce the intended result.”
§ An Integrative Framework for Collaborative Governance > Drivers
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Together, collaborative dynamics and actions shape the overall quality and extent to which a CGR is developed and effective.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The actions of the CGR can lead to outcomes both within and external to the regime; thus, in the figure, arrows extend from the action box to demonstrate impacts (i.e., the results on the ground) and potential adaptation (the transformation of a complex situation or issue) both within the system context and the CGR itself.”
§ An Integrative Framework for Collaborative Governance > AN INTEGRATIVE FRAMEWORK FOR COLLABORATIVE GOVERNANCE
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it.
In the paper
“For example, our definition encompasses ''multipartner governance,'' which can include partnerships among the state, the private sector, civil society, and the community, as well as joined-up government and hybrid arrangements such as public-private and private-social partnerships and co-management regimes (Agrawal and Lemos 2007).”
§ An Integrative Framework for Collaborative Governance > DEFINING COLLABORATIVE GOVERNANCE: SCOPE AND ORIGINS
What the sources say
- Not checked — no full text of the sourcecites Agrawal and Lemos 2007 source
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“For example, the drivers identified in the framework explain why collaboration might emerge but do not yet explain how specific drivers might affect the nature of the CGR differently or if and how the drivers continue to sustain the CGR as it evolves over time.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
hedged- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In terms of practice, the framework offers public managers and collaboration and conflict resolution practitioners a conceptual map by which to navigate the various dimensions, components, and elements of collaborative governance.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may be too vague to check against evidence.
None of the sources cited for this claim have been checked yet.
In the paper
“Finally, understanding that a CGR is likely, if not expected, to adapt over time further enables the development of innovative learning systems for government and reflective practice (Argyris and Schon 1974;Schon 1971).”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
What the sources say
- Not matchedcites Argyris and Schon 1974
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Schon 1971
hedgeddirect- Asserted: passes — The authors put it forward as true.
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- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The regime is influenced by surrounding conditions and initiated by specific drivers, and the regime produces impacts affecting those surrounding conditions, as well as the regime itself and its collaborative dynamics.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“At the most basic level, the generic nature of the framework should enable comparative analyses of CGRs across different system contexts and policy arenas.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
hedgedconditional- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may be too vague to check against evidence.
In the paper
“For example, table 1 suggests a way in which to view the integrative framework as a logic model that can be used to test intermediate outputs (actions) and end outcomes (impacts and adaptation) and become the basis for case evaluation and performance evaluation for program management (Thomas and Koontz, 2011).”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
What the sources say
- Not checked — no full text of the sourcecites Thomas and Koontz, 2011 source
hedged- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
None of the sources cited for this claim could be matched to a paper in Crossref, so there is nothing to check it against.
In the paper
“Inclusion and diversity are valued not only as normative organizing principles but also for instrumental reasons-they give voice to multiple perspectives and different interests, allowing the development of more thoughtful decisions that take a broader view of who will benefit or be harmed by an action (Beierle and Cayford 2002;Sirianni 2009).”
§ An Integrative Framework for Collaborative Governance > Principled Engagement
What the sources say
- Not matchedcites Beierle and Cayford 2002
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not matchedcites Sirianni 2009
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
plaindirect- Asserted: passes — The authors put it forward as true.
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- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
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It may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Second, the framework specifies the components of the CGR in a way that integrates a range of factors identified in research into an operational system and suggests some general and very specific causal linkages.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
hedgeddirect- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“First, it examines collaborative governance broadly and treats it as an emergent system, a new kind of regime for cross-boundary governance.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
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Probably not a substantial claim. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Through this iterative process, collaboration partners develop a shared sense of purpose and a shared theory of action for achieving that purpose.”
§ An Integrative Framework for Collaborative Governance > Principled Engagement
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“In doing so, it encompasses a wider range of collaborative initiatives than other definitions and extends beyond the typical focus on the public sector and the public manager to include the myriad of collaboratives initiated in the public, private, and civic sectors.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. It may state two separate claims as one.
The paper states this without a source or data behind it here, so there is nothing to check it against. The quote shows it is in the paper.
In the paper
“There can be little argument that the notion of collaborative governance is attracting considerable attention as a new paradigm in public administration.”
- Also stated in: § DISCUSSION AND CONCLUSION · plain
“It is the subject of a growing number of books, articles, and monographs.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds. It may state two separate claims as one.
- Rests on an assumption: The study of collaborative governance lacks conceptual clarity and consistency, notwithstanding the term's popularity in research and claims of its widespread practical use.
- Also stated in: § DISCUSSION AND CONCLUSION · plain
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Proposition Two: Principled engagement is generated and sustained by the interactive processes of discovery, definition, deliberation, and determination.”
- Also stated in: § DISCUSSION AND CONCLUSION · plain
“We posit that the principled engagement is generated and sustained by these four elements”
§ An Integrative Framework for Collaborative Governance > Principled Engagement
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
- Also stated in: § DISCUSSION AND CONCLUSION · plain
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“However, without at least one or some combination of the other drivers (consequential incentives, interdependence, and/or uncertainty), a CGR is unlikely to continue.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Working to articulate the targeted outcomes and coproduce a shared theory of action to affect those outcomes and the criteria by which to assess effective outcomes can enable participants to sharpen their sights and their pencils.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence.
None of the sources cited for this claim have been checked yet.
In the paper
“Moreover, collaborative governance demands and cultivates multiple opportunities and roles for leadership (Agranoff and McGuire 2003;Bryson, Crosby, and Stone 2006).”
§ An Integrative Framework for Collaborative Governance > Capacity for Joint Action
What the sources say
- Not matchedcites Agranoff and McGuire 2003
Couldn’t be matched to a paper in Crossref, so it can’t be checked.
- Not checked — no full text of the sourcecites Bryson, Crosby, and Stone 2006 source
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
- Not matched
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“We propose that one or more of these four drivers must be present to start a CGR and that the presence of more drivers increases the likelihood that such a regime will be initiated (Proposition 1).”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds. It may state two separate claims as one.
- Rests on an assumption: The four drivers—leadership, consequential incentives, interdependence, and uncertainty—are the relevant drivers that generate energy for initiating a collaborative governance regime.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, we believe that the integrative framework can be applied usefully at different scales, in diverse policy arenas, and various levels of complexity.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The depth of the framework, from the dimensions to individual elements, lends itself to thick description in individual or comparative case studies.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Drawing attention to the elements within principled engagement, shared motivation, and the capacity for joint action can stimulate a shared perspective on needed strategic directions and on progress made to date.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Our preliminary thought on this is that leadership is an essential driver, without which collaborative regimes would not be initiated.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
hedgeddirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Moreover, although the framework encompasses many interactive components and elements, we do not mean to suggest that all are necessary all the time or at the same level of quality or to the same extent.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: fails — The paper’s conclusions may not depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. The paper’s conclusions may not depend on it. It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The set of drivers provide useful considerations for deciding whether and when to invest in a CGR.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Finally, the framework goes beyond others in distinguishing actions from impacts and tracing the potential for adaptation of the system context and the CGR itself.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may state two separate claims as one.
None of the sources cited for this claim have been checked yet.
In the paper
“It should be noted that increasing diversity in participation may have undesired consequences as well.In some situations, more diversity can generate higher levels of conflict and erode principled engagement, whereas in other situations, less diversity can lead to different, though not necessarily inferior actions and accomplishments (Korfmacher 2000;Schlager and Blomquist 2008;Steelman and Carmin”
§ An Integrative Framework for Collaborative Governance > Principled Engagement
What the sources say
hedgedconditional- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Third, the framework also situates the CGR in the broader context with which it interacts.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The breadth of the framework enables efforts to gather more consistent data on a range of indicators from a large set of cases to test the propositions or specific hypotheses relating to the components, their elements, and their interactions.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plaindirect- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Nevertheless, the framework itself improves upon existing frameworks for collaborative governance in several ways.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“The propositions derived from the framework begin to build a general predictive theory for collaborative governance through an instrumental systems approach, as opposed to a prescriptive theory based on normative assumptions.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
Probably not a substantial claim.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Although several frameworks acknowledge the iterative and dynamic nature of collaboration, this framework more explicitly builds that vibrant nature into its construction.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plain- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. The paper may give no reason why it holds.
A conclusion the paper draws from its own results — it cites no other source for it, so there is none to check. The quote shows it is in the paper.
In the paper
“Making the collaborative dynamics dimension explicit with participants at the outset can assist with the codesign of the most effective and appropriate CGR.”
§ An Integrative Framework for Collaborative Governance > DISCUSSION AND CONCLUSION
plainconditional- Asserted: passes — The authors put it forward as true.
- Checkable: fails — It may be too vague to check against evidence.
- Load-bearing: passes — The paper’s conclusions depend on it.
- Based: fails — The paper may give no reason why it holds.
Probably not a substantial claim. It may be too vague to check against evidence. The paper may give no reason why it holds.
A claim is checked only against the cited paper’s full text, never its abstract, and none is available for its sources.
In the paper
“Power can also be viewed as a resource and, like other resources, is almost always distributed unevenly across participants (Bryson, Crosby, and Stone 2006;Huxham and Vangen 2005).”
§ An Integrative Framework for Collaborative Governance > Capacity for Joint Action
What the sources say
- Not checked — no full text of the sourcecites Bryson, Crosby, and Stone 2006 source
- Not checked — no full text of the sourcecites Huxham and Vangen 2005
plaincorrelational- Asserted: passes — The authors put it forward as true.
- Checkable: passes — It can be checked against evidence.
- Load-bearing: unclear — It is unclear whether the paper’s conclusions depend on it.
- Based: passes — The paper gives a reason why it holds.
It may state two separate claims as one.
The paper relies on this without support.
The definition of collaborative governance in the public administration literature remains amorphous and its use inconsistent.
“Collaborative governance has become a common term in the public administration literature, yet its definition remains amorphous and its use inconsistent.”
The paper relies on this without support.
The variation in the scope and scale of perspectives on collaborative governance restricts researchers' ability to develop and test theory.
“Moreover, the variation in the scope and scale of perspectives on collaborative governance restricts the ability of researchers to further develop and test theory.”
The paper relies on this without support.
The four drivers—leadership, consequential incentives, interdependence, and uncertainty—are the relevant drivers that generate energy for initiating a collaborative governance regime.
“Emerging from this system context are drivers, including leadership, consequential incentives, interdependence, and uncertainty.”
The paper relies on this without support.
Shared motivation consists of four elements: mutual trust, understanding, internal legitimacy, and commitment.
“We define shared motivation as a self-reinforcing cycle consisting of four elements: mutual trust, understanding, internal legitimacy, and commitment.”
The paper relies on this without support.
Capacity for joint action consists of four necessary elements: procedural and institutional arrangements, leadership, knowledge, and resources.
“In our framework, capacity for joint action is conceptualized as the combination of four necessary elements: procedural and institutional arrangements, leadership, knowledge, and resources.”
The paper relies on this without support.
Cross-boundary engagement must generate returns for partners to justify their continued involvement to their own organizations and constituents.
“because cross-boundary engagement must generate ''returns'' for partners to justify their continued involvement to their own organizations and constituents.”
The paper relies on this without support.
If needed changes are not made, the low costs of exiting the regime will lead to low participation or departure.
“If needed changes are not made, the low costs of exiting the regime will lead to low participation or departure.”
The paper relies on this without support.
The purpose of collaboration is to generate desired outcomes together that could not be accomplished separately.
“The purpose of collaboration is to generate desired outcomes together that could not be accomplished separately.”
The paper relies on this without support.
The study of collaborative governance lacks conceptual clarity and consistency, notwithstanding the term's popularity in research and claims of its widespread practical use.
“Despite the popularity of the term in research, and claims of its wide-spread use in practice, the study of collaborative governance continues to suffer from a lack of conceptual clarity and consistency.”
Claims other papers make about this one
Each is checked against this paper’s own text: does it say what the citing paper says it does?
The source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“Indeed, institutional mechanisms need to be calibrated to facilitate appropriate and accountable collaborative governance of public, civic, and private entities connected through algorithmic decision-making (cf.Emerson, Nabatchi and Balogh 2012).”
From Legitimacy of Algorithmic Decision-Making: Six Threats and the Need for a Calibrated Institutional Response (2022) · cites this paper as Emerson, Nabatchi and Balogh 2012
Experimental — accuracy not yet measuredThe source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“ICT remains peripheral in foundational collaborative governance frameworks despite its potential, revealing a critical conceptual gap in understanding its role.”
From Redefining Collaborative Governance in the Digital Age: insights from an integrative systematic review on the role of ICT in collaboration (2025) · cites this paper as Emerson et al. (2012)
Experimental — accuracy not yet measuredThe source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“Mainstream collaborative governance literature places significant emphasis on face-to-face communication as the foundation of trust-building and collaboration.”
From Redefining Collaborative Governance in the Digital Age: insights from an integrative systematic review on the role of ICT in collaboration (2025) · cites this paper as Emerson et al. (2012)
Experimental — accuracy not yet measuredThe source backs part of the claim, not all of it — or backs it for a different population, condition or comparison.
In the citing paper
“In their model, ICT is a contextual influence and not part of the inner workings of collaboration.”
From Redefining Collaborative Governance in the Digital Age: insights from an integrative systematic review on the role of ICT in collaboration (2025) · cites this paper as Emerson et al. (2012)
Experimental — accuracy not yet measuredThe cited source says what the claim attributes to it.
In the citing paper
“Trust among participants is a core element of successful governance arrangement (Emerson et al., 2012).”
From Redefining Collaborative Governance in the Digital Age: insights from an integrative systematic review on the role of ICT in collaboration (2025) · cites this paper as Emerson et al., 2012
Citations
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Gonzaga, G. L., & Pratama, A. B. (2025) · Public Administration and Development · doi:10.1002/pad.2096 · Cited by 13
“…actions reflected in a non‐hierarchical governance structure has challenged the traditional governance model and its hierarchical attribute (Gash 2022) because it allows actors to embark on a shared motivation and engagement to achieve common goals (Emerson, Nabatchi, and Balogh 2011).”
Equitable Evaluation: Voices from the Global South
Murgatroyd, A., Dlakavu, A., Morkel, C., Feront, C., Jason, D., Goldman, I., Norins, J., Africa, M., Moshia-Molebatsi, K., Amisi, M., et al. (2023) · Evaluation: African perspectives. · doi:10.4102/aosis.2023.bk459 · Cited by 12
Human Rights in the Contemporary World
Corrigan, T. (2021) · IntechOpen eBooks · doi:10.5772/intechopen.87332 · Cited by 13
Making a difference : boundary management in spatial governance
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A multi-case institutional analysis of water–energy–food nexus governance
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“…the institutional levels (Yuan and Lo 2022), for knowledge sharing and integrated understanding of management problems (Al-Saidi and Elagib 2017; Urbinatti et al. 2020a), and for increased trust and legitimacy between organizations that sit at different institutional levels (Emerson et al. 2012).”
Toering, A., de Bruijne, M. L. C., & Veeneman, W. W. (2025) · npj Sustainable Mobility and Transport · doi:10.1038/s44333-024-00018-0 · Cited by 14
“The distinctive elementsofCGincludesharingunderstanding,jointdecision-making 38 and interaction patterns betweenactorsovertime 44 – 46 .”
Tuurnas, S., Paananen, H., & Tynkkynen, L. (2022) · VOLUNTAS International Journal of Voluntary and Nonprofit Organizations · doi:10.1007/s11266-022-00485-4 · Cited by 13
Pitt, D. R., Michaud, G., & Duggan, A. (2017) · Journal of Environmental Planning and Management · doi:10.1080/09640568.2017.1381074 · Cited by 13
“…theory, collaborative governance, can also apply, as it describes approaches to policy-making that, defined broadly, “engage people constructively across the boundaries of public agencies, levels of government, and/or the public, private and civic spheres” (Emerson, Nabatchi, and Balogh 2011, 2).”
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Pemerintahan Kolaboratif Sebagai Solusi Kasus Deforestasi di Pulau Kalimantan: Kajian Literatur
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Chen, F. (2026) · International Journal of Asian Studies · doi:10.1017/s1479591426100813 · Cited by 12
Cho, S., Conrad, M. A., Holden, J. T., et al. (2023) · Journal of Global Sport Management · doi:10.1080/24704067.2023.2249481 · Cited by 12
“As a result, sport entities usually maintain a remarkable level of autonomy free from government intervention, which might be understood in terms of collaborative governance (Emerson et al., 2012; Shilbury et al., 2013).”
BackgroundSteinbach, M., & Süß, S. (2018) · Information Polity · doi:10.3233/ip-170037 · Cited by 12
“NPG and Open Government approaches also relate to the concepts of co-production that are not necessarily anchored in democratic processes (Emerson et al., 2011; Sørensen & Torfing, 2005).”
Who's in Charge Here? Structures for Collaborative Governance in Children's Mental Health
Hodges, S., Ferreira, K., Mowery, D., & Novicki, E. (2013) · Administration in Social Work · doi:10.1080/03643107.2012.758062 · Cited by 12
Cho, B.-K., Chung, J., & Song, C. (2023) · Energy Strategy Reviews · doi:10.1016/j.esr.2023.101238 · Cited by 13
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Clarifying Collaborative Dynamics in Governance Networks
Stout, M., Bartels, K. P. R., & Love, J. M. (2018) · Emerald Group Publishing Limited eBooks · doi:10.1108/s2045-794420180000006005 · Cited by 12
Collaborative Governance Actor in the Revitalization Program of Old Banten Religious Tourism Area
Sururi, A. (2020) · Policy & Governance Review · doi:10.30589/pgr.v4i2.216 · Cited by 12
Transboundary cooperation in Arctic climate change governance under geopolitical tensions
Guo, Y. P., Bai, R., & Hong, T. (2024) · Journal of Environmental Management · doi:10.1016/j.jenvman.2024.120855 · Cited by 12
Partners or Providers? An Analysis of Nonprofit Federal Contractor Performance
Brunjes, B. M. (2023) · Nonprofit and Voluntary Sector Quarterly · doi:10.1177/08997640231160137 · Cited by 12
“This approach may engender shared ownership over the design and implementation of policies and programs (Ansell & Gash, 2008; Emerson et al., 2012; McMullin, 2021).”
BackgroundWhat is equitable urban forest governance? A systematic literature review
Pike, K., Nesbitt, L., Conway, T. M., Day, S. D., & Konijnendijk, C. C. (2024) · Environmental Science & Policy · doi:10.1016/j.envsci.2024.103951 · Cited by 15
Why policy failure is a prerequisite for innovation in the public sector
Trein, P., & Vagionaki, T. (2024) · Policy & Politics · doi:10.1332/03055736y2023d000000012 · Cited by 21
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Wu, J., Zuidema, C., & de Roo, G. (2022) · Renewable and Sustainable Energy Reviews · doi:10.1016/j.rser.2022.112873 · Cited by 12
Network Effectiveness in Context
Shumate, M., Dougherty, S. M., Miles, J., Boyer, A.-M., Wang, R., Gibson, Z., & Cooper, K. R. (2023) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muad003 · Cited by 13
Kurniasih, D. (2017) · Sosiohumaniora · doi:10.24198/sosiohumaniora.v19i1.7888 · Cited by 12
Ropret, M., & Aristovnik, A. (2019) · Central European Public Administration Review · doi:10.17573/cepar.2019.2.05 · Cited by 12
Li, H., Zhang, J., & Huang, K. (2024) · Public Performance & Management Review · doi:10.1080/15309576.2024.2405839 · Cited by 21
“…constructively across the boundaries of public agencies, levels of government, and/or the public, private, and civic spheres in order to carry out a public purpose that could not otherwise be accomplished” (Emerson et al., 2012, p. 2)—is widely studied in public administration and management.”
Natural resources and regional development theory
Lundmark, L., & Sandström, C. (2013) · Cited by 12
Collaborative governance for urban sustainability: implementing solar cities
Garg, B., & Barach, R. (2021) · Asia Pacific Journal of Public Administration · doi:10.1080/23276665.2021.1925132 · Cited by 12
Nie, X., Huang, Z., & Wu, L. (2024) · Cities · doi:10.1016/j.cities.2024.105110 · Cited by 12
von Post, M., Knaggård, Å., Olsson, J. A., et al. (2023) · People and Nature · doi:10.1002/pan3.10456 · Cited by 12
Inovação urbana e recursos humanos para gestão de cidades sustentáveis
Kniess, C. T., Aguiar, A. D. O. E., Conti, D. D. M., & Philippi, A. (2019) · Estudos Avançados · doi:10.1590/s0103-4014.2019.3397.007 · Cited by 13
Collaborative governance: The role of university centers, institutes, and programs
Kern, M. A., & Smutko, L. S. (2021) · Conflict Resolution Quarterly · doi:10.1002/crq.21314 · Cited by 12
Pugel, K., Javernick‐Will, A. N., Koschmann, M. A., Peabody, S., & Linden, K. G. (2020) · Sustainability · doi:10.3390/su12072612 · Cited by 11
“The most applicable and relevant bodies of literature include inter-organizational collaboration [13,15,40–42], collaborative governance [16,18,19,43], institutional collective action [44], collaborative management [45], coalition building [37], community organizing [46–48], multistakeholder collaboration or partnersh…”
BackgroundLenz, T., & Shier, M. L. (2021) · Human Services Organizations Management Leadership & Governance · doi:10.1080/23303131.2021.1887033 · Cited by 12
“…especially true, as the complex collaboration across sectors relies heavily on the efforts of individual agents (micro) as well as the alignment of organizations (meso) within broader societal and operational environments (macro) that support this type of social innovation (Emerson et al., 2012).”
BackgroundBojórquez-Tapia, L. A., Ponce‐Díaz, G., Pedroza-Páez, D., et al. (2021) · Frontiers in Marine Science · doi:10.3389/fmars.2021.643347 · Cited by 12
Building Collaborative Governance in Times of Uncertainty
Bouckaert, G. (2023) · Leuven University Press eBooks · doi:10.11116/9789461665058 · Cited by 26
Stakeholder engagement in the governance of marine migratory species: barriers and building blocks
Miller, R., Marsh, H., Benham, C., & Hamann, M. (2020) · Endangered Species Research · doi:10.3354/esr01049 · Cited by 12
Toward collaborative governance between Hong Kong and Mainland China
Cheung, P. T. Y. (2014) · Urban Studies · doi:10.1177/0042098014548139 · Cited by 12
Zhang, T., Yu, W., & Shen, D. (2022) · Journal of Environmental Management · doi:10.1016/j.jenvman.2022.115773 · Cited by 12
Governing integrated care networks through collaborative inquiry
Mitterlechner, M. (2018) · Journal of Health Organization and Management · doi:10.1108/jhom-01-2018-0012 · Cited by 12
Akaateba, M. A., Akanbang, B. A. A., & Korah, P. I. (2023) · Journal of Urban Affairs · doi:10.1080/07352166.2023.2198133 · Cited by 14
“Emerson et al. (2012) and Ansell and Gash (2008) have argued that consequential incentives and interdependence are key systemic drivers and preconditions for collaborative action as stakeholders or sector agencies cannot accomplish set goals while working individually.”
InfluentialThe Opportunities and Constraints to Collaboration in Public Sector Management
Osei‐Kojo, A., Bawole, J. N., & Sakyi, E. K. (2019) · Public Organization Review · doi:10.1007/s11115-019-00452-6 · Cited by 12
“Heikkila and Gerlak (2016) used it to study how the design features of collaboration evolve over time, focusing on the South Florida Ecosystem Task Force.”
BackgroundIdentifying enablers and barriers: shaping collaborative sport governance theory
O’Boyle, I., & Shilbury, D. (2018) · World Leisure Journal · doi:10.1080/16078055.2018.1458333 · Cited by 12
“(2016) adapted Emerson et al.’s (2012) work who discussed how current conditions shape and influence collaboration in networks and argued that four main “drivers” were crucial including: organizational leadership; consequential incentives;”
BackgroundInfluentialShao, Q., Ma, J., & Zhu, S. (2022) · Buildings · doi:10.3390/buildings12091491 · Cited by 12
Irene, J., Daniels, C. U., Kelly, M., Irene, B., Frank, R., & Okpara, K. (2024) · Local Environment · doi:10.1080/13549839.2024.2376546 · Cited by 19
“Studies have highlighted the efficacy of social identity in framing collective action towards implementing the SDGs (Bryson, Crosby, and Stone 2006; Emerson, Nabatchi, and Balogh 2012; Kapucu and Hu 2020; Wong 2019).”
Aivalli, P., Gilmore, B., Srinivas, P. N., et al. (2024) · Archives of Public Health · doi:10.1186/s13690-024-01312-6 · Cited by 12
“Effective ISC requires a deliberate process with the alignment of a range of factors, including favourable initial starting conditions of partnerships, leadership, consensus, governance, and capacity, amongst others [28, 44, 70, 71].”
BackgroundHeeres, N., Terry Van, D. I. J. K., Arts, J., & Tillema, T. (2016) · Journal of Transport and Land Use · doi:10.5198/jtlu.2016.833 · Cited by 14
Organizing for co-production: the role of leadership cultures
Regal, B., Budjanovcanin, A., van Elk, S., & Ferlie, E. B. (2023) · Public Management Review · doi:10.1080/14719037.2023.2271477 · Cited by 13
“The growing emphasis on ‘governance’ recognizes the importance of actors outside traditional public bodies in designing and delivering services (Emerson, Nabatchi, and Balogh 2012; Osborne 2006; Torfing et al. 2012).”
Flye, M. E., Sponarski, C. C., McGreavy, B., et al. (2023) · Journal of Environmental Management · doi:10.1016/j.jenvman.2023.119203 · Cited by 12
Bartolomucci, F., Ramalli, E., & Urbano, V. M. (2026) · Government Information Quarterly · doi:10.1016/j.giq.2026.102107 · Cited by 12
A systematic review of conflict within collaborative governance
Torfing, J., Payandeh, R., Jalili, S. M., & بنافی, م. (2025) · Policy & Politics · doi:10.1332/03055736y2025d000000070 · Cited by 12
Lin, H.-S., Hsieh, C., & Chen, D. (2023) · Administration & Society · doi:10.1177/00953997221147240 · Cited by 12
“The NGOs adopted two practices to respond and recover from disasters: establishing commitment among homogenous networks, which arises from mutual understanding and recognition of interdependence (Emerson et al., 2012); and involving and communicating with the governmental actors, including central and local government…”
BackgroundYang, L. (2017) · Science and Public Policy · doi:10.1093/scipol/scx047 · Cited by 12
Kitolelei, S., Soderberg, A., Qaqara, N., et al. (2022) · AMBIO · doi:10.1007/s13280-022-01766-4 · Cited by 12
van der Woerd, O., Wallenburg, I., van der Scheer, W. K., & Bal, R. A. (2023) · Public Administration · doi:10.1111/padm.12931 · Cited by 13
Pholsim, S., & Inaba, Y. (2022) · Asian Politics & Policy · doi:10.1111/aspp.12651 · Cited by 12
Wiegant, D. A., Bakx, J., Flohr, N., van Oel, P. R., & Dewulf, A. R. P. J. (2022) · Journal of Environmental Management · doi:10.1016/j.jenvman.2022.114850 · Cited by 14
Leventon, J., Buhr, M., Kessler, L., Aboytes, J. G. R., & Beyers, F. (2023) · Sustainability Science · doi:10.1007/s11625-023-01436-8 · Cited by 16
Etiaba, E., Eboreime, E., Dalglish, S. L., & Lehmann, U. (2023) · BMJ Global Health · doi:10.1136/bmjgh-2022-010186 · Cited by 11
“33 55 Detailed and critical comparative analysis of contexts and MNCH policy implementation across both states and the role of actors, as explored in the larger thesis, 52 are the foci of other papers.”
Stakeholder governance and Irish sport
Hassan, D., & O’Boyle, I. (2016) · Sport in Society · doi:10.1080/17430437.2016.1158474 · Cited by 11
Pu, C., Sun, M. Y., Shang, H., et al. (2025) · Marine Pollution Bulletin · doi:10.1016/j.marpolbul.2025.117565 · Cited by 11
The Economic Potential of Crossborder Areas. Opportunities and Threats
Șlusarciuc, M. (2015) · Procedia Economics and Finance · doi:10.1016/s2212-5671(15)01465-3 · Cited by 11
Sustainable Development and Public Administration: Challenges and Innovation in Citizen Engagement
McDonald, W. H. (2017) · Review of Public Administration and Management · doi:10.4172/2315-7844.1000219 · Cited by 11
“Collaborative aspect and public participation in sustainability efforts also received much attention in the literature [11-18].”
BackgroundHaridison, A. (2024) · Land Use Policy · doi:10.1016/j.landusepol.2024.107050 · Cited by 17
Dialectic of Environmental Communication in Indonesian Conservation Area
Kamil, I., Abdoellah, O. S., Agustin, H., et al. (2020) · Environmental Communication · doi:10.1080/17524032.2020.1819362 · Cited by 11
COLLABORATIVE GOVERNANCE: THE COORDINATION OF GOVERNANCE NETWORKS
Milagres, R. D. M., da Silva, S. A. G., & Rezende, O. (2019) · Revista de Administração FACES Journal · doi:10.21714/1984-6975faces2019v18n3art6846 · Cited by 11
Li, Z., Lin, Y., Hooimeijer, P., et al. (2024) · Journal of Urban Affairs · doi:10.1080/07352166.2024.2396376 · Cited by 11
“Collaborative governance is understood as a formal governance arrangement in which state and non-state stakeholders collectively make decisions to develop public policy or manage public programs or assets (Ansell & Gash, 2008; Emerson et al., 2012).”
Multipartner governance and the urgency of poverty alleviation policy: Zakat fundraising management
Mustari, N., Razak, R., Junaedi, J., et al. (2024) · Cogent Social Sciences · doi:10.1080/23311886.2024.2361529 · Cited by 11
“Multipartner governance, or multi-partner governance, refers to collaboration between governments, the private sector, civil society organizations, and other institutions to achieve sustainable development goals (emerson et al., 2012; Vélez et al., 2022).”
Dimitrijevska‐Markoski, T., Nukpezah, J. A., & Azhar, A. (2024) · Public Administration Quarterly · doi:10.1177/07349149241262596 · Cited by 14
“Emerson et al. (2012) defined collaborative governance as: “The processes and structures of public policy decision making and management that engage people constructively across the boundaries of public agencies, levels of government, and/or the public, private and civic spheres in order to carry…”
Governance of environmental health and transportation decisions: The case of New York City
Elrahman, O. A. (2019) · Case Studies on Transport Policy · doi:10.1016/j.cstp.2019.01.006 · Cited by 11
García, B., & Meier, H. E. (2022) · Frontiers in Sports and Active Living · doi:10.3389/fspor.2022.972717 · Cited by 11
Ramsden, R., Davies, S., Colbran, R., Haigh, A., Connors, M., Nott, S., Lowe, E., Edwards, M., Clegg, R., Bagnulo, S., et al. (2021) · Australian Journal of Rural Health · doi:10.1111/ajr.12796 · Cited by 12
Metagoverning collaborative networks: a cumulative power perspective
Chen-Florea, A. L. Q., & Hustad, O. (2024) · Policy & Politics · doi:10.1332/03055736y2024d000000040 · Cited by 11
Mu, R., Jia, J., Leng, W., et al. (2018) · Sustainability · doi:10.3390/su10072387 · Cited by 11
“We start with five comprehensive frameworks on cooperation: Bardach [14]; Ansell and Gash [11]; Daley [29]; Bryson, Crosby and Stone [12] and Emerson, Nabatchi and Balogh [30].”
MethodThe networked micro-decision context: a new lens on transformative urban governance
Long, L. A. N., Krause, R. M., Arnold, G., Swanson, R., & Fatemi, S. M. (2023) · Urban Transformations · doi:10.1186/s42854-023-00054-y · Cited by 11
Sipayung, A., Sumartono, S., Saleh, C., et al. (2023) · International Journal of Membrane Science and Technology · doi:10.15379/ijmst.v10i3.1575 · Cited by 11
Deslatte, A., Siciliano, M. D., & Krause, R. M. (2024) · Policy & Politics · doi:10.1332/03055736y2024d000000034 · Cited by 11
Protecting forests’ social values through partnerships
Widman, U., & Bjärstig, T. (2017) · Scandinavian Journal of Forest Research · doi:10.1080/02827581.2017.1342860 · Cited by 11
“However, the content of the PPP, e.g. how it will be implemented, must be determined and the contract needs to clarify the rules (Emerson et al. 2011).”
BackgroundMethodInfluentialSharing economy and sustainability
Roy, M. (2020) · Elsevier eBooks · doi:10.1016/b978-0-12-818920-7.00004-9 · Cited by 11
Kismartini, K., & Pujiyono, B. (2020) · GeoJournal of Tourism and Geosites · doi:10.30892/gtg.302spl12-516 · Cited by 11
“…and Sharman, 1999; Bramwell and Lane, 2011; Hall, 2011; Jamal and Getz, 1995; Scheyvens, 2011; Sharpley, 2010; Vernon et al., 2005; Zapata and Hall, 2012), rural studies (Jones and Little, 2000; Murdoch and Abram, 1998), and public administration (Emerson et al., 2012; Howlett and Ramesh, 2014).”
BackgroundHang in there: capacity constraints and processes of sustaining collaboration over time
Seo, D. (2025) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muaf003 · Cited by 13
Chauhan, T., Croft, C., & Spyridonidis, D. (2022) · Public Administration · doi:10.1111/padm.12839 · Cited by 11
Schnell, S., & Gerard, C. (2022) · Review of Public Personnel Administration · doi:10.1177/0734371x221117283 · Cited by 10
“Both normatively and empirically attention has shifted to networks and collaboration over hierarchies (OPA) and markets (NPM) (Ansell & Gash, 2008; J. M. Bryson et al., 2014, 2015; Emerson et al., 2012; Kettl, 2006; R. O’Leary et al., 2012).”
BackgroundEchebarria, C., Barrutia, J. M., Moralejo, I. A., et al. (2015) · Papers of the Regional Science Association · doi:10.1111/pirs.12110 · Cited by 11
Jones-Crank, J. L., White, D. D., Aggarwal, R., & Melnick, R. (2022) · Society & Natural Resources · doi:10.1080/08941920.2022.2063463 · Cited by 10
Hu, Y., Xu, Q., Field, B. G., et al. (2024) · Transport Policy · doi:10.1016/j.tranpol.2024.03.013 · Cited by 11
Conceptualizing disaster waste governance using network governance perspectives
Tajima, R., Tsuji, T., Suzuki, K., & Muhamad, A. F. (2023) · International Journal of Disaster Risk Reduction · doi:10.1016/j.ijdrr.2023.104137 · Cited by 10
Adhami, M., Sadeghi, S. H., Duttmann, R., & Sheikhmohammady, M. (2019) · The Science of The Total Environment · doi:10.1016/j.scitotenv.2019.134265 · Cited by 11
Hall, H., Vodden, K. M., & Greenwood, R. (2016) · International Planning Studies · doi:10.1080/13563475.2016.1167585 · Cited by 11
Goodspeed, R., Babbitt, C., Briones, A. L. G., Pfleiderer, E., Lizundia, C., & Seifert, C. M. (2020) · Water · doi:10.3390/w12071966 · Cited by 11
“1, several theoretical frameworks for collaborative governance which posit stakeholder interdependence arise from key qualities of these problems [26].”
BackgroundResults of a pre-implementation analysis of Ethiopia’s National Pediatric Cancer Registry
Buhlinger, K. M., Borlagdan, J., Agegnehu, B., et al. (2020) · Journal of Oncology Pharmacy Practice · doi:10.1177/1078155220980051 · Cited by 11
“Guided by Emerson’s Integrative Framework for Collaborative Governance, we focused largely on motivating as well as building key foundational skills so that there was long-term, sustainable success with the program.(11) We avoided a “top-down” approach of implementation.”
MethodKey factors of inter-organisational collaboration in the public sector and their strength
Kożuch, B., & Sienkiewicz-Małyjurek, K. (2016) · Jagiellonian University Repository (Jagiellonian University) · doi:10.4467/24498939ijcm.16.021.5844 · Cited by 11
“Similar importance for inter-organisational collaboration is attached to capacities for joint action which, according to Kirk Emerson et al. (2011), include: procedural and institutional arrangements, leadership, knowledge, and resources. An equally extensive group of factors deals with characteristics inherent to org…”
BackgroundInfluentialEmerson, K., & Gerlak, A. (2016) · Journal of Public Affairs Education · doi:10.1080/15236803.2016.12002251 · Cited by 7
“…policy domains, such as natural resource man agement, public health, urban planning and economic development, and energy and public utilities (Ansell & Gash, 2007; Bryson, Crosby, & Stone, 2006; Carlson, 2007; Emerson et al., 2012; Gerlak, Lubell, & Heikkila, 2013; O’Leary & Bingham, 2007).”
BackgroundSelf-citationStrengthening the rule of law in collaborative governance
Qi, H. (2019) · Journal of Chinese Governance · doi:10.1080/23812346.2019.1565852 · Cited by 11
Ravikumar, A., Larson, A., Duchelle, A. E., et al. (2015) · International Journal of the Commons · doi:10.18352/bmgn-lchr.593 · Cited by 11
“A unifying force in the community”: Perceptions of a neighborhood park renovation
Pitas, N. A., Hickerson, B. D., Koerte, T., et al. (2017) · Community Development · doi:10.1080/15575330.2017.1308958 · Cited by 11
Metadata
- Authors
- Emerson, K., Nabatchi, T., & Balogh, S.
- Affiliations
- University of Arizona (US)
- Syracuse University (US)
- State University of New York (US)
- Corresponding author
- Emerson, K.
- Venue
- Journal of Public Administration Research and Theory
- Publisher
- Oxford University Press (OUP)
- Published
- 2011-05-02
- Volume
- 22
- Issue
- 1
- Pages
- 1-29
- ISSN
- 1053-1858 (ISSN-L)
- 1477-9803
- OpenAlex
- W2163699426
- Cited by
- 3,637
- References
- 129
- Citations by year
- 2026: 513 · 2025: 372 · 2024: 366 · 2023: 432 · 2022: 317 · 2021: 306 · 2020: 341 · 2019: 230 · 2018: 202 · 2017: 159 · 2016: 140 · 2015: 100 · 2014: 81 · 2013: 42 · 2012: 31
- FWCI
- 155.36
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Public Administration Research and Theory (publishedVersion)
- Funders
- Syracuse University
- Topics
- Social Sciences › Public Administration › Public Policy and Administration Research
- Social Sciences › Political Science and International Relations › Public Administration and Political Analysis
- Social Sciences › Geography, Planning and Development › Local Governance and Planning
- Keywords
- collaborative governance, integrative framework, intergovernmental cooperation, regional cooperation, public-private partnerships, conflict resolution, institutional arrangements, multi-level governance
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