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
1 of 39 cited sources checked · 1 supported · 0 flagged
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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)
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearNone 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes- 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
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesA 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes? Based: unclearA 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passes
- 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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.
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
“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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:hedged· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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.
Strength:plain· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesIt 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✗ Load-bearing: fails✗ Based: failsProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:hedged· not yet calibratedCausal:direct· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✗ Based: failsProbably 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
Strength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✗ Load-bearing: fails✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Strength:hedged· not yet calibratedCausal:conditional· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Tests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✓ Based: passesProbably 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
Load-bearingStrength:plain· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes✓ Load-bearing: passes✗ Based: failsProbably 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
Tests✓ Asserted: passes✗ Checkable: fails✓ Load-bearing: passes✗ Based: failsProbably 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
Strength:plain· not yet calibratedCausal:correlational· not yet calibratedTests✓ Asserted: passes✓ Checkable: passes? Load-bearing: unclear✓ Based: passesIt 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
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Sorted by citations
Items 101–200 of 3,564
Nalbandian, J., O'Neill, R., Wilkes, J., et al. (2013) · Public Administration Review · doi:10.1111/puar.12059 · Cited by 96
“…challenge is an understanding that network management is diff erent from managing within hierarchy (Agranoff and McGuire 2003; Bozeman 2007; Emerson, Nabatchi, and Balogh 2012; Getha-Taylor 2008; Goerdel 2006; Romzek, LeRoux, and Blackmar 2012; Silvia and McGuire 2010; Th omson and Perry…”
BackgroundTourism Collaborative Governance and Rural Community Development in Finland: The Case of Vuonislahti
Keyim, P. (2017) · Journal of Travel Research · doi:10.1177/0047287517701858 · Cited by 127
“…enhancement of mutual trust and respect among the cooperative partners, improvement of decision-making and implementation capacity, effective conflict resolution, and encouragement of the tourist industry’s participation in policy making (Emerson, Nabatchi, and Balogh 2012; Zapata and Hall 2012).”
BackgroundCurrie, C. S. M., & Falconer, P. K. (2013) · Journal of Destination Marketing & Management · doi:10.1016/j.jdmm.2013.10.005 · Cited by 98
Ten questions concerning positive energy districts
Sareen, S., Albert-Seifried, V., Aelenei, L., et al. (2022) · Building and Environment · doi:10.1016/j.buildenv.2022.109017 · Cited by 94
“The model of collaborative governance has been extensively studied and elaborated [29].”
BackgroundNewton, J. E., Nettle, R., & Pryce, J. E. (2020) · Agricultural Systems · doi:10.1016/j.agsy.2020.102811 · Cited by 94
Dobbin, K. B., & Lubell, M. N. (2019) · Policy Studies Journal · doi:10.1111/psj.12375 · Cited by 99
Radical and disruptive answers to downstream problems in collaborative governance?
Sørensen, E., & Torfing, J. (2021) · Public Management Review · doi:10.1080/14719037.2021.1879914 · Cited by 118
“(Emerson, Nabatchi, and Balogh 2012, 18) This definition discards the reference to public conveners, formal arenas and consensus-seeking, thereby broadening the notion of collaborative governance to include governance arrangements that are not convened by public agencies, informal forms of…”
BackgroundBringing political science back into public administration research
Peters, B. G., Pierre, J., Sørensen, E., & Torfing, J. (2022) · Governance · doi:10.1111/gove.12705 · Cited by 93
Sport governance encounters: Insights from lived experiences
Shilbury, D., Ferkins, L., & Smythe, E. (2013) · Sport Management Review · doi:10.1016/j.smr.2012.12.001 · Cited by 92
Open innovation in the public sector: creating public value through civic hackathons
Yuan, Q., & Gascó‐Hernández, M. (2019) · Public Management Review · doi:10.1080/14719037.2019.1695884 · Cited by 105
Teaching Collaborative Governance: Phases, Competencies, and Case-Based Learning
Morse, R. S., & Stephens, J. B. (2012) · Journal of Public Affairs Education · doi:10.1080/15236803.2012.12001700 · Cited by 90
Bixler, R. P., Lieberknecht, K., Atshan, S., Zutz, C. P., Richter, S., & Belaire, J. A. (2020) · Cities · doi:10.1016/j.cities.2020.102726 · Cited by 96
Policy barriers and opportunities for prescribed fire application in the western United States
Schultz, C. A., McCaffrey, S., & Huber‐Stearns, H. (2019) · International Journal of Wildland Fire · doi:10.1071/wf19040 · Cited by 88
Designing collaborative governance for nature-based solutions
Malekpour, S., Tawfik, S., & Chesterfield, C. (2021) · Urban forestry & urban greening · doi:10.1016/j.ufug.2021.127177 · Cited by 117
von der Porten, S., & de Loë, R. C. (2013) · Geoforum · doi:10.1016/j.geoforum.2013.09.001 · Cited by 110
Hermansson, H. (2015) · Public Administration · doi:10.1111/padm.12203 · Cited by 87
Drivers of exploitative and explorative innovation in a collaborative public-sector context
Barrutia, J. M., & Echebarria, C. (2018) · Public Management Review · doi:10.1080/14719037.2018.1500630 · Cited by 96
McNaught, R. (2023) · Environmental Science & Policy · doi:10.1016/j.envsci.2023.103627 · Cited by 86
Brisbois, M. C., Morris, M., & de Loë, R. (2018) · World Development · doi:10.1016/j.worlddev.2018.02.017 · Cited by 86
Ingrams, A. R. (2018) · Review of Public Personnel Administration · doi:10.1177/0734371x18800372 · Cited by 86
Accountability and inter-organizational collaboration within the state
Lægreid, P., & Rykkja, L. H. (2021) · Public Management Review · doi:10.1080/14719037.2021.1963822 · Cited by 85
Howlett, M. P., Mukherjee, I., & Koppenjan, J. F. M. (2017) · Policy and Society · doi:10.1080/14494035.2017.1321230 · Cited by 97
Collaborative governance: A potential approach to preventing violent demolition in China
Liu, L., & Xu, Z. (2018) · Cities · doi:10.1016/j.cities.2018.02.019 · Cited by 84
Turning Contention into Collaboration: Engaging Power, Trust, and Learning in Collaborative Networks
Levesque, V. R., Calhoun, A. J. K., Bell, K. P., & Johnson, T. R. (2016) · Society & Natural Resources · doi:10.1080/08941920.2016.1180726 · Cited by 93
“While getting the right people to the table is important, it is not unusual for participants to arrive with unequal power, compromising collaborative efforts (Emerson et al. 2011).”
BackgroundCollaborative governance in disaster management and sustainable development
Dai, J., & Azhar, A. (2024) · Public Administration and Development · doi:10.1002/pad.2071 · Cited by 110
Berardo, R., Heikkila, T., & Gerlak, A. K. (2014) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muu003 · Cited by 83
Smart city governance: exploring the institutional work of multiple actors towards collaboration
Broccardo, L., Culasso, F., & Mauro, S. G. (2019) · International Journal of Public Sector Management · doi:10.1108/ijpsm-05-2018-0126 · Cited by 104
Collaboration in Federal Hydropower Licensing: Impacts on Process, Outputs, and Outcomes
Ulibarrí, N. (2015) · Public Performance & Management Review · doi:10.1080/15309576.2015.1031004 · Cited by 86
“…goal and problem statement (Ansell & Gash, 2008; Selin & Chavez, 1995) Accurate and sincere deliberation, ideally face-to-face (Ansell & Gash, 2008; Emerson et al., 2012; Innes & Booher, 2010) Joint determinations, ideally consensus-based (Ansell & Gash, 2008; Innes & Booher, 2010; Margerum &…”
BackgroundInfluentialBrisbois, M. C., & de Loë, R. C. (2016) · Geoforum · doi:10.1016/j.geoforum.2016.06.012 · Cited by 81
Ravazzoli, E., Torre, C. D., Re, R. D., Govigli, V. M., Secco, L., Górriz‐Mifsud, E., Pisani, E., Barlagne, C., Baselice, A., Bengoumi, M., et al. (2021) · Sustainability · doi:10.3390/su13041823 · Cited by 82
“Finally, an absence of impacts of SI initiatives, as well as unintended impacts (both negative and positive), can occur and should be considered [49].”
BackgroundBreaking the silos: integrated approaches to foster sustainable development and climate action
Lah, O. (2025) · Sustainable Earth Reviews · doi:10.1186/s42055-024-00102-w · Cited by 101
“Narrow mandates and limited cross-sectoral dialogue hinder collective action [30, 39].”
Liu, Z., Lin, S., Shen, Y., et al. (2021) · Cities · doi:10.1016/j.cities.2021.103274 · Cited by 80
“This makes civic engagement key to successful collaborative governance (Emerson et al., 2011).”
BackgroundMethodInfluentialSonesson, T. R., Johansson, J. S., & Cedergren, A. (2021) · Safety Science · doi:10.1016/j.ssci.2021.105383 · Cited by 94
Curnin, S., & O'Hara, D. (2019) · Nonprofit Management and Leadership · doi:10.1002/nml.21389 · Cited by 85
Dawson, L., Elbakidze, M., Angelstam, P. K., & Gordon, J. (2017) · Journal of Environmental Management · doi:10.1016/j.jenvman.2017.03.019 · Cited by 80
How Do Organizational Capabilities Sustain Continuous Innovation in a Public Setting?
Trivellato, B., Martini, M., & Cavenago, D. (2020) · The American Review of Public Administration · doi:10.1177/0275074020939263 · Cited by 95
Integrating collaborative governance theory with the Advocacy Coalition Framework
Koebele, E. A. (2018) · Journal of Public Policy · doi:10.1017/s0143814x18000041 · Cited by 80
“Advancing collaborative governance theory Collaborative governance processes engage diverse stakeholders in deliberative, consensus-oriented decisionmaking about public goods or problems (Ansell and Gash 2008; Emerson et al. 2012; Gerlak et al. 2013).”
BackgroundGetha‐Taylor, H., Grayer, M. J., Kempf, R. J., & O’Leary, R. (2018) · The American Review of Public Administration · doi:10.1177/0275074018773089 · Cited by 105
Koontz, T. M., Jager, N. W., & Newig, J. (2019) · Society & Natural Resources · doi:10.1080/08941920.2019.1583397 · Cited by 76
“Emerson et al. (2012) developed a collaborative governance regime framework that includes causal chains with system context, collaborative dynamics, outputs and outcomes. They propose future research is needed to create measures of these causal chains. Thomas and Koontz (2011) draw on logic models to provide a framewo…”
BackgroundInfluentialScott, T. A. (2015) · Policy Studies Journal · doi:10.1111/psj.12118 · Cited by 78
“However, Scott and Thomas (2015) seek to operationalize and test the framework for collaborative governance developed by Emerson et al. (2012), specifically examining the mechanisms of principled engagement and increased capacity for joint action that are theorized to be drivers of collaborative…”
BackgroundInfluentialCollaborative data networks for public service: governance, management, and performance
Chen, Y.-C., & Lee, J. (2018) · Public Management Review · doi:10.1080/14719037.2017.1305691 · Cited by 76
“Important contextual factors include the existing policy and legal framework, levels of conflicts (trust), interdependence, incentives, and leadership (Emerson, Nabatchi, and Balogh 2012; Ansell and Gash 2008).”
BackgroundInfluentialDesigning and implementing data collaboratives: A governance perspective
Ruijer, E. (2021) · Government Information Quarterly · doi:10.1016/j.giq.2021.101612 · Cited by 76
Mechanisms of Network Formation in the Public Sector: A Systematic Review of the Literature
Siciliano, M. D., Wang, W., & Medina, A. L. (2020) · Perspectives on Public Management and Governance · doi:10.1093/ppmgov/gvaa017 · Cited by 76
Kim, P. S. (2020) · Public Management Review · doi:10.1080/14719037.2020.1766266 · Cited by 81
Collaboration and Performance: Perspectives From Public Managers and NGO Leaders
Mitchell, G. E., O’Leary, R., & Gerard, C. (2015) · Public Performance & Management Review · doi:10.1080/15309576.2015.1031015 · Cited by 75
“Thus, individuals acting as leaders or catalysts may provide incentives for organizations to collaborate (Emerson et al., 2012).”
BackgroundCollaborative innovation and human-machine networks
Kattel, R., Lember, V., & Tõnurist, P. (2020) · Public Management Review · doi:10.1080/14719037.2019.1645873 · Cited by 74
“For instance, Emerson, Nabatchi, and Balogh (2012) argue that collaboration takes place in a collaborative governance regime – system context that delineates collaboration pathways – , yet their framework does not account for the potential impact of technology on such regimes.”
BackgroundThe use and abuse of participatory governance by populist governments
Batory, A., & Svensson, S. (2019) · Policy & Politics · doi:10.1332/030557319x15487805848586 · Cited by 74
Administering Public Participation
Eckerd, A., & Heidelberg, R. L. (2019) · The American Review of Public Administration · doi:10.1177/0275074019871368 · Cited by 97
Zhang, Z., Zhang, G., Hu, Y. C., et al. (2023) · Humanities and Social Sciences Communications · doi:10.1057/s41599-023-01555-8 · Cited by 72
Inside co‐production: Ruling, resistance, and practice
Bevir, M., Needham, C. E., & Waring, J. J. (2019) · Social Policy and Administration · doi:10.1111/spol.12483 · Cited by 71
Drivers and Dynamics of Collaborative Governance in Environmental Management
Ulibarrí, N., Imperial, M. T., Siddiki, S., et al. (2023) · Environmental Management · doi:10.1007/s00267-022-01769-7 · Cited by 71
“The collection of articles featured in this special issue contribute to the development of collaborative governance theory and contribute to understanding different components of Ansell and Gash’s (2008) Model of Collaborative Governance and Emerson, et al.’s Integrative Framework for Collaborative Governance (2011).”
BackgroundInfluentialAccountable Government through Collaborative Governance?
Sørensen, E., & Torfing, J. (2021) · Administrative Sciences · doi:10.3390/admsci11040127 · Cited by 107
Hendriks, A.-M., Jansen, M. W., Gubbels, J. S., De Vries, N. K., Paulussen, T., & Kremers, S. P. (2013) · Implementation Science · doi:10.1186/1748-5908-8-46 · Cited by 68
“In addition, we integrated theories from political and policy science, organizational science, marketing, psychology, and health science [95-114] to achieve a crossfertilization that might lead to new insights.”
Factors driving collaboration in natural resource conflict management: Evidence from Romania
Hossu, C.-A., Iojă, C., Susskind, L. E., Badiu, D. L., & Hersperger, A. M. (2018) · AMBIO · doi:10.1007/s13280-018-1016-0 · Cited by 79
“policies that seem unlikely to work (Emerson et al. 2012). For example, Nita et al. (2016) found”
InfluentialExploring the Utility of Collaborative Governance in a National Sport Organization
Shilbury, D., & Ferkins, L. (2014) · Journal of Sport Management · doi:10.1123/jsm.2014-0139 · Cited by 71
Speeding the transition towards integrated groundwater and surface water management in Australia
Ross, A. (2017) · Journal of Hydrology · doi:10.1016/j.jhydrol.2017.01.037 · Cited by 70
Dwirahmadi, F., Rutherford, S., Phung, D. T., & Chu, C. M.-Y. (2019) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph16203993 · Cited by 70
Collaborative Governance and the Challenges of Network-Based Research
Berardo, R., Fischer, M., & Hamilton, M. (2020) · The American Review of Public Administration · doi:10.1177/0275074020927792 · Cited by 72
“If it is true that system context matters in the study of collaborative processes, and that multiple variables help explain how a collaborative governance regime unfolds (Emerson et al., 2012), then a more significant portion of collaborative governance scholarship will need to devote considerable resources in the fut…”
BackgroundThe Origins of Conflict in Polycentric Governance Systems
Lubell, M. N., Mewhirter, J. M., & Berardo, R. (2020) · Public Administration Review · doi:10.1111/puar.13159 · Cited by 70
“The largest and most central forums in the systems rely on some type of collaborative approach (Lubell, Robins, Wang 2014) that espouses the ideals of principled engagement, joint capacity, and shared motivations (Emerson et al. 2012).”
BackgroundCapano, G. (2017) · Higher Education · doi:10.1007/s10734-017-0158-5 · Cited by 69
The fuzzy concept of collaborative governance: A systematic review of the state of the art
Batory, A., & Svensson, S. (2019) · Central European Journal of Public Policy · doi:10.2478/cejpp-2019-0008 · Cited by 69
Representation in Collaborative Governance: A Case Study of a Food Policy Council
Koski, C. J., Siddiki, S., Sadiq, A., & Carboni, J. L. (2016) · The American Review of Public Administration · doi:10.1177/0275074016678683 · Cited by 72
“Separating the procedural and output or outcome aspects of collaboration to ultimately understand how they relate is typical in collaborative governance frameworks (Emerson et al., 2012; Gerlak & Heikkila, 2011).”
BackgroundUnderstanding Accountability in Democratic Governance
Papadopoulos, Y. (2023) · Cambridge University Press eBooks · doi:10.1017/9781108973823 · Cited by 79
Do Collaborative Groups Enhance Interorganizational Networks?
Scott, T. A., & Thomas, C. W. (2015) · Public Performance & Management Review · doi:10.1080/15309576.2015.1031008 · Cited by 68
“Finally, we operationalize and measure two components of the theoretical framework for collaborative governance posed by Emerson et al. (2012); our findings suggest that the within-group mechanisms of Principled Engagement and Increased Capacity for Joint Action motivate the formation of interorganizational network ti…”
BackgroundMethodInfluentialSancino, A., Stafford, M. W., Braga, A., & Budd, L. C. (2021) · Regional Studies · doi:10.1080/00343404.2021.2005244 · Cited by 67
“These are place leadership (Beer & Clower, 2014; Sotarauta, 2015) and collaborative governance (Ansell & Gash, 2008; Emerson et al., 2012).”
Ignoring the Experts: Networks and Organizational Learning in the Public Sector
Siciliano, M. D. (2016) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muw052 · Cited by 77
Liu, G., Fu, X., Han, Q., et al. (2021) · Land Use Policy · doi:10.1016/j.landusepol.2021.105640 · Cited by 66
Chigbu, U. E., Schopf, A., de Vries, W. T., et al. (2016) · Journal of Environmental Planning and Management · doi:10.1080/09640568.2016.1245655 · Cited by 66
Ricart, S., Amorós, A. M. R., Kirk, N., Buelow, F., Palom, A. R., & Gamero, D. P. (2018) · International Journal of Water Resources Development · doi:10.1080/07900627.2018.1447911 · Cited by 65
Park, A. Y. S., Krause, R. M., & Hawkins, C. V. (2020) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muaa036 · Cited by 67
Ravikumar, A., Larson, A., Duchelle, A. E., Myers, R., & Tovar, J. G. (2015) · International Journal of the Commons · doi:10.18352/ijc.593 · Cited by 65
“Emerson et al. (2012) define multilevel governance broadly 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…”
BackgroundThe fundamentals of cross-sector collaboration for social change to promote population health
de Montigny, J., Desjardins, S., & Bouchard, L. (2017) · Global Health Promotion · doi:10.1177/1757975917714036 · Cited by 64
“finding tasks and other analytical work (10).”
BackgroundInfluentialThe Emergence of Collaborations
Spekkink, W., & Boons, F. (2015) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muv030 · Cited by 74
Towards a research agenda in collaborative sport governance
Shilbury, D., O’Boyle, I., & Ferkins, L. (2016) · Sport Management Review · doi:10.1016/j.smr.2016.04.004 · Cited by 63
Assessing Outputs, Outcomes, and Barriers in Collaborative Water Governance: A Case Study
Koebele, E. A. (2015) · Journal of Contemporary Water Research & Education · doi:10.1111/j.1936-704x.2015.03196.x · Cited by 63
Liu, Y., Wu, J., Yi, H., & Wen, J. Q. (2021) · Public Management Review · doi:10.1080/14719037.2021.1879915 · Cited by 66
“Likewise, Emerson, Nabatchi, and Balogh (2012) argued that a collaborative regime was unlikely to continue without at least one or some combination of the other drivers (consequential incentives, interdependence, and/or uncertainty), which vaguely raised the need to consider the combined effects of…”
BackgroundResultInfluentialHammerschmid, G., Palaric, E., Rackwitz, M., & Wegrich, K. (2023) · Governance · doi:10.1111/gove.12778 · Cited by 77
Brogaard, L. (2019) · Public Management Review · doi:10.1080/14719037.2019.1668473 · Cited by 68
Interactive Political Leadership
Sørensen, E. (2020) · doi:10.1093/oso/9780198777953.001.0001 · Cited by 96
Costumato, L. (2021) · International Journal of Public Sector Management · doi:10.1108/ijpsm-03-2020-0069 · Cited by 62
Zaw, T. N., & Lim, S. (2017) · International Journal of Disaster Risk Reduction · doi:10.1016/j.ijdrr.2017.06.023 · Cited by 62
International and local NGO supply chain collaboration
Adem, S. A., Childerhouse, P., Egbelakin, T., & Wang, B. (2018) · Journal of Humanitarian Logistics and Supply Chain Management · doi:10.1108/jhlscm-05-2017-0020 · Cited by 69
“…duplication Before and after Similarity in causes, goals, or values Before a disaster Service quality Sharing and building capacity After a disaster Emerson et al. (2012), Mitchell (2014), Scobie et al. (2013), Gray (1985) Increase effectiveness Before and after Tackle complex problems After a…”
BackgroundInfluentialMulti-dimensional superposition: Rural collaborative governance in Liushe Village, Suzhou City
Zhang, Q., Ye, C., & Duan, J. (2022) · Journal of Rural Studies · doi:10.1016/j.jrurstud.2022.10.002 · Cited by 66
Gascó-Hernández, M., Gil-García, J. R., & Luna-Reyes, L. (2022) · Government Information Quarterly · doi:10.1016/j.giq.2022.101710 · Cited by 58
Leadership in governance: Exploring collective board leadership in sport governance systems
Ferkins, L., Shilbury, D., & O'Boyle, I. (2017) · Sport Management Review · doi:10.1016/j.smr.2017.07.007 · Cited by 65
Sayogo, D. S., Zhang, J., Luna‐Reyes, L. F., Jarman, H., Tayi, G. K., Andersen, D. L., Pardo, T. A., & Andersen, D. F. (2014) · Information Technology and Management · doi:10.1007/s10799-014-0203-3 · Cited by 71
Choi, T., & Robertson, P. J. (2014) · International Public Management Journal · doi:10.1080/10967494.2014.905398 · Cited by 62
“…collaboration among stakeholders ‘‘across the boundaries of public agencies, levels of government, and=or the public, private and civic spheres’’ (Emerson, Nabatchi, and Balogh 2012, 2) or ‘‘processes that seek to share power in decision making with stakeholders in order to develop shared…”
BackgroundInside co‐production: Stakeholder meaning and situated practice
Crompton, A. (2018) · Social Policy and Administration · doi:10.1111/spol.12466 · Cited by 61
Network Governance in Action: Functions and Practices to Foster Collaborative Environments
Wegner, D., & Verschoore, J. R. (2021) · Administration & Society · doi:10.1177/00953997211024580 · Cited by 76
“The three frameworks proposed by Provan and Kenis (2008), Ansell and Gash (2008), and Emerson et al. (2012) offer insights relevant to the understanding of the governance of collaborative networks.”
BackgroundResultInfluentialCheng, A. S., Gerlak, A. K., Dale, L., & Mattor, K. M. (2015) · Ecology and Society · doi:10.5751/es-07187-200135 · Cited by 66
Cyphers, L., & Schultz, C. A. (2018) · Land Use Policy · doi:10.1016/j.landusepol.2018.09.021 · Cited by 59
DOUGLAS, S. C., & Ansell, C. (2020) · Public Administration Review · doi:10.1111/puar.13341 · Cited by 59
Collaborative governance and innovation in public services settings
van Gestel, N., & Grotenbreg, S. (2021) · Policy & Politics · doi:10.1332/030557321x16123785900606 · Cited by 68
Power in and over Cross-Sector Partnerships: Actor Strategies for Shaping Collective Decisions
Dewulf, A. R. P. J., & Elbers, W. (2018) · Administrative Sciences · doi:10.3390/admsci8030043 · Cited by 64
How Law Shapes Collaborative Forest Governance: A Focus on Indigenous Peoples in Canada and India
Nikolakis, W. D., & Hotte, N. (2019) · Society & Natural Resources · doi:10.1080/08941920.2019.1605433 · Cited by 58
“Starting conditions establish baseline levels of trust, conflict and social capital (Ansell and Gash 2008; Emerson, Nabatchi, and Balogh 2012).”
BackgroundInfluentialBaker, S., & Chapin, F. S. (2018) · Ecology and Society · doi:10.5751/es-09868-230120 · Cited by 64
Bixler, R. P., Johnson, S., Emerson, K., Nabatchi, T., Reuling, M., Curtin, C. G., Romolini, M., & Grove, J. M. (2016) · Frontiers in Ecology and the Environment · doi:10.1002/fee.1250 · Cited by 66
“There are a variety of strategies and tools for measuring performance toward social goals (Provan and Milward 2001; Emerson et al. 2012) and a different set of literature for measuring ecological outcomes (Stem et al.”
BackgroundInfluentialSelf-citationDouglas, S., Berthod, O. T., Groenleer, M., & Nederhand, J. (2020) · Policy and Society · doi:10.1080/14494035.2020.1769275 · Cited by 69
Keeping Cities Afloat: Climate Change Adaptation and Collaborative Governance at the Local Level
Kalesnikaite, V. (2018) · Public Performance & Management Review · doi:10.1080/15309576.2018.1526091 · Cited by 57
“dependent on the context and the goals of collaboration, and may involve educating the public, enacting new laws and regulations, and acquiring external resources (Emerson et al., 2012).”
BackgroundInfluentialParadoxes in collaborative governance
Qi, H., & Ran, B. (2023) · Public Management Review · doi:10.1080/14719037.2023.2196290 · Cited by 58
“Collaborative governance is viewed as a deliberative decision-making process in which candid and reasoned dialogues take place (Ansell and Gash 2008; Emerson, Nabatchi, and Balogh 2012; Robertson and Choi 2012).”
Influential
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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