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
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Cited by
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Items 1,901–2,000 of 3,564
van Lammeren, R., van der Pas, S., Schalk, J., & Bussemaker, J. (2025) · Discover Health Systems · doi:10.1007/s44250-025-00253-3 · Cited by 3
“Concerning human resources, it is important that a sufficient number of employees is available for all tasks associated with the collaboration [16].”
InfluentialWitkowski, K. G. K., Whetsell, T. A., & Ganapati, N. E. (2024) · Administration & Society · doi:10.1177/00953997241235102 · Cited by 2
“Scholars of collaborative governance argue that members should have equal power within these structures in order to promote a true sense of collaboration (Emerson et al., 2012).”
BackgroundInfluentialSamboteng, L., Hermawansyah, A., & Siddiki, R. (2022) · KnE Social Sciences · doi:10.18502/kss.v7i9.10924 · Cited by 2
Namutebi, E., Dessein, J., & Tukundane, C. (2025) · The Extractive Industries and Society · doi:10.1016/j.exis.2025.101741 · Cited by 2
Zhang, F., Zhang, J., & Hussain, M. (2025) · Land · doi:10.3390/land14102071 · Cited by 2
“To strengthen the theoretical basis, this study frames these five areas within the concepts of classical regional integration theory (Balassa, 1961) [9], collaborative governance theory (Emerson et al., 2012) [21], and sustainability transition theory (Geels, 2002) [22].”
Coproduction as a Causal Process
Ryzin, G. G. V. (2025) · Policy Studies Journal · doi:10.1111/psj.70053 · Cited by 3
“…processes may be useful in studies of collaborative governance and governance networks , which emphasize the complexity of actors and institutional arrangements involved in the provision and production of public goods and services (Ansell and Gash 2008; Emerson et al. 2012; Provan and Kenis 2008).”
Martini, M., Andreani, M., & Trivellato, B. (2016) · International Journal of Public Administration · doi:10.1080/01900692.2016.1162802 · Cited by 2
Consensus in Collaborative Governance
Agbodzakey, J. K. (2024) · SpringerBriefs in political science · doi:10.1007/978-3-031-57373-6_9 · Cited by 3
Power Sharing Stakeholder of Child-Friendly City Task Force
Wahyuni, N., Jamilah, M., & Fajri, H. (2022) · Jurnal Public Policy · doi:10.35308/jpp.v8i1.4451 · Cited by 2
“In contrast, Ansell & Gash (2018) and Emerson et al. (2012), in their article, states that in a collaboration forum, multi-stakeholder involvement and linkage are something that must exist to achieve successful collaboration, especially the participation and linkage of nonstate actors.”
BackgroundEsposito, G., Cicatiello, L., Mabillard, V., et al. (2024) · Evaluation · doi:10.1177/13563890241270195 · Cited by 2
“Collaborative governance has long been recognized as a transformative approach in public policy and administration (Emerson et al., 2012).”
The Effect of Collaborative Partnerships on Inter-organizational Networks
Scott, T. A., Evans, D. J., & Thomas, C. W. (2013) · Cited by 2
Alderman, L., & Beck, E. (2025) · Public Health Reports · doi:10.1177/00333549251349417 · Cited by 2
“2,6,12,28,38 Many collaboration scholars distinguish collaborative governance from broader collaborative efforts by noting that collaborative governance involves deliberate, often mandated, decisions for public agency collaboration, whereas collaboration may not be mandated nor must it include…”
InfluentialTREND IN CHILD VIOLENCE IN INDONESIA AND GOVERNANCE
Ayusazky, Z., & Dewi, D. S. K. (2023) · DIA Jurnal Ilmiah Administrasi Publik · doi:10.30996/dia.v21i02.8214 · Cited by 2
Teariki, M. A., Penny, G., & Howden‐Chapman, P. (2025) · Urban Science · doi:10.3390/urbansci9060200 · Cited by 2
Komalawati, K., Hidayat, S., Praptana, R. H., et al. (2023) · The International Forestry Review · doi:10.1505/146554823837586276 · Cited by 2
“Governance refers to the act of regulating individual and group behavior, both in the public and private sectors, which leads to the process of influencing decisions and actions to create a set of collaborative partnership activities (Emerson et al. 2012).”
BackgroundHolistic Governance: An Explanatory Framework
Yang, H. (2020) · Understanding China · doi:10.1007/978-981-15-7082-7_4 · Cited by 2
POTRAIT OF PUBLIC PRIVATE PARTNERSHIP POLICY SUBSTANCES IN REGIONAL HOSPITALS IN INDONESIA
Basabih, M. (2023) · Journal of Indonesian Health Policy and Administration · doi:10.7454/ihpa.v8i1.6570 · Cited by 2
Trajektori Studi Administrasi Publik
Pratama, M. R. (2020) · Jurnal Inovasi Ilmu Sosial dan Politik (JISoP) · doi:10.33474/jisop.v2i2.6650 · Cited by 2
Tremblay, D., Usher, S. E., Bilodeau, K., & Touati, N. (2024) · Journal of Health Services Research & Policy · doi:10.1177/13558196241300109 · Cited by 2
“Their framework identi fi es starting conditions of ‘ multi-partner governance ’ 11(p. 3) and collaborative processes nourished by facilitative leadership and institutional design to enhance collaborative practices (Figure 1).”
InfluentialA case of employment services in Italy
Trivellato, B., Martini, M., Cavenago, D., et al. (2016) · International Journal of Public Sector Management · doi:10.1108/ijpsm-02-2016-0031 · Cited by 2
Governança colaborativa: implantação de parques tecnológicos pelo governo de MG
Abbud, E. B., & Tonelli, D. F. (2018) · BASE - Revista de Administração e Contabilidade da Unisinos · doi:10.4013/base.2018.152.02 · Cited by 2
Awaluddin, A., ., A., Yunus, M., et al. (2023) · KnE Social Sciences · doi:10.18502/kss.v8i17.14114 · Cited by 2
“Emerson et al [2] add that leadership is part of the capacity for collective action in collaboration.”
BackgroundInfluentialPublic opinion on Indonesia's capital relocation policy: a netnographic analysis
Priyowidodo, G., & Wijayanti, C. A. (2024) · Jurnal Studi Komunikasi (Indonesian Journal of Communications Studies) · doi:10.25139/jsk.v8i2.6936 · Cited by 2
In The Shadows of Governance: Exploring the Untamed Territories of Administrative Discretion
Sarjito, A. (2023) · Sawala Jurnal Administrasi Negara · doi:10.30656/sawala.v11i2.7754 · Cited by 2
“Stakeholder consultations enhance the inclusivity of the identification process (Emerson et al., 2012).”
BackgroundInfluentialSalvatore, F. P., Fanelli, S., Donelli, C. C., et al. (2021) · International journal of organizational analysis · doi:10.1108/ijoa-07-2021-2885 · Cited by 2
COLLABORATIVE GOVERNANCE DALAM PENGEMBANGAN OBJEK WISATA DI RUPAT UTARA KABUPATEN BENGKALIS
Putra, A., As’ari, H., & Adianto, A. (2022) · Journal Publicuho · doi:10.35817/publicuho.v5i4.54 · Cited by 2
Kuo, M.-F., & Wang, C.-Y. (2017) · Chinese Public Administration Review · doi:10.22140/cpar.v8i2.133 · Cited by 2
“…F) Another approach to enhance effective collaboration is trust-building, which helps shape the legitimacy of governance and further generates commitment, enabling individuals to go beyond their personal, organizational, or final challenges in the permission frame (Emerson et al., 2012).”
BackgroundIntegrated Multisectoral Research Programme (PIMI). Origins, Trajectories and Horizons
Junior, C. E. S. T., Macucule, D. A., & Tique, J. T. (2022) · Research for development · doi:10.1007/978-3-030-96538-9_5 · Cited by 2
Lee, J., & Lee, T. (2023) · Cogent Social Sciences · doi:10.1080/23311886.2023.2293308 · Cited by 2
“Many studies on policy networks have been conducted with regard to the trust-based collaboration that exists among network actors (Ansell & Gash, 2007; Calò et al., 2018; Emerson et al., 2012; Hatmaker & Rethemeyer, 2008; Lundin, 2007; Rethemeyer & Hatmaker, 2008; Willem & Lucidarme, 2014).”
Grotenbreg, S. (2019) · Public Works Management & Policy · doi:10.1177/1087724x19827026 · Cited by 2
The Sustainability of Ready to Drink Water: Local Government Preparedness in Malang, Indonesia
Novita, A. A., Anggoro, D. D., Wahyudi, L. E., et al. (2024) · Environment and Ecology Research · doi:10.13189/eer.2024.120210 · Cited by 2
“…resource, allowing for more flexible and context-specific solutions [2-5]; community-based resource management [6-7]; collaborative governance [8], network governance [9-11], as well as adaptive governance that emphasizes the ability of institutions and communities to adapt to changing…”
Beckers, D., Mora, L., Platania, F., & Gerli, P. (2025) · Governance · doi:10.1111/gove.70090 · Cited by 2
Cho, J.-A., Ju, M., Jung, H. J., & Kang, M. (2025) · Development Policy Review · doi:10.1111/dpr.12825 · Cited by 2
García, Á. L., Barandiarán, X., & Satrústegui, A. U. (2018) · Lecture notes in computer science · doi:10.1007/978-3-319-92052-8_41 · Cited by 2
Voice, Choice, and Governance: The Case of Tanzania's Fairtrade Coffee Co-operatives
Sutton, S. (2014) · Queen Mary Research Online (Queen Mary University of London) · Cited by 2
Between friend and foe: drivers and patterns of dyadic relationship framing in policy network
Lee, J., & Lee, J. (2023) · International Journal of Public Sector Management · doi:10.1108/ijpsm-05-2023-0146 · Cited by 2
Sancino, A., Rizzo, A., Corvo, L., et al. (2025) · Governance and public management · doi:10.1007/978-3-031-94878-7_20 · Cited by 2
Darmansyah, R. (2020) · GOVERNMENT Jurnal Ilmu Pemerintahan · doi:10.31947/jgov.v13i2.11111 · Cited by 2
Governance of a complex system: water
Eppel, E. (2014) · ResearchArchive–Te Puna Rangahau (Victoria University of Wellington) · Cited by 2
(2023) · Journal of Economics and Sustainable Development · doi:10.7176/jesd/14-12-11 · Cited by 2
“The benefits of cross sector stakeholders’ engagement in collaborative governance fosters inclusive and constructive deliberations as a conduit to collective problem solving with likely positive impacts on various segments of society (Emerson, Nabatchi, & Balogh, 2012).”
Asropi, A., Daniati, A., & Ulfa, M. (2022) · DIA Jurnal Ilmiah Administrasi Publik · doi:10.30996/dia.v20i01.6350 · Cited by 2
Drivers and barriers of intermunicipal cooperation in local service delivery
Meričková, B. M., Muthová, N. J., Nemec, J., et al. (2026) · Humanities and Social Sciences Communications · doi:10.1057/s41599-025-06367-6 · Cited by 2
“The key enablers of successful IMC — trust, shared leadership, political alignment, and joint capacity — are often absent or fragmented (Emerson, Nabatchi & Balogh, 2012; Ansell & Gash, 2008).”
Wildlife NGO s: From Adversaries to Collaborators
Prideaux, M. (2015) · Global Policy · doi:10.1111/1758-5899.12253 · Cited by 2
Nyompa, S., Arfan, A., Rakib, M., et al. (2025) · Journal of Environmental Engineering and Landscape Management · doi:10.3846/jeelm.2025.24554 · Cited by 2
Azan, W., Valiorgue, P., Peyrol, É., et al. (2022) · doi:10.1109/gol53975.2022.9820106 · Cited by 2
Sibbing, L. (2021) · doi:10.18174/551087 · Cited by 2
Collaborative Governance in Handling Traffic Problems in the City of Surabaya
Ma'aruf, M., Eprilianto, D., & Megawati, S. (2021) · doi:10.4108/eai.21-10-2020.2311914 · Cited by 2
Prasada, L., Fernando, R. L. S., Arachchige, B. J. H., et al. (2015) · SSRN Electronic Journal · doi:10.2139/ssrn.2706349 · Cited by 2
A Relationship between Local Government and Civic Groups on Budget Planning in Malang City
Salahudin, S., & Zumitzavan, V. (2017) · doi:10.2991/iconeg-16.2017.54 · Cited by 2
Parrado, S., & Reynaers, A. (2020) · Revue Internationale des Sciences Administratives · doi:10.3917/risa.863.0445 · Cited by 2
Collaborative work of urban network governance: boundary work and capacities
Therrien, M. (2025) · Edward Elgar Publishing eBooks · doi:10.4337/9781803927343.00016 · Cited by 2
Untangling the network structure for marine litter monitoring governance
Scrich, V. M., Corrêa, M. R., de Andrade, M. M., et al. (2024) · Marine Pollution Bulletin · doi:10.1016/j.marpolbul.2024.117337 · Cited by 2
Yusri, A., Handoko, T., & Tinov, M. Y. T. (2022) · International Journal of Sustainable Development and Planning · doi:10.18280/ijsdp.170712 · Cited by 2
“In this study, researchers used the theory of Collaborative Governance by Emerson et al. [32].”
BackgroundMethodInfluentialHuang, X., Qiu, W., Dai, X., et al. (2022) · Water · doi:10.3390/w14192981 · Cited by 2
“Based on the complex system synergy theory and rele‐ vant literature [31,38,39], this study argues that the WCG system consists of three subsys‐ tems from the perspective of governance phase including resource investment subsystem, open cooperation subsystem, and performance supervision subsystem.”
BackgroundMethodParadigms of Public Administration
Ugyel, L. (2016) · Springer eBooks · doi:10.1007/978-3-319-40280-2_2 · Cited by 4
Ngwu, T. A., Oramah, C. P., Somprasong, K., et al. (2025) · Pollutants · doi:10.3390/pollutants5040042 · Cited by 2
“This aligns with the Shadow Price per Unit of Compliance (SPUC) framework, commonly used in environmental economics to value non-market benefits of pollution control [33,34].”
Trasciani, G., Tropeano, T., & Bellazzecca, E. (2026) · International Review of Administrative Sciences · doi:10.1177/00208523261429253 · Cited by 2
“Managerial instruments, ranging from strategic planning frameworks and performance dashboards to participatory budgeting and collaborative knowledge platforms, have emerged as key tools to operationalize these models (Emerson et al., 2012; Yoon et al., 2022).”
Bučaitė-Vilkė, J., Vigoda‐Gadot, E., & Vilkas, M. (2026) · International Journal of Public Sector Management · doi:10.1108/ijpsm-06-2025-0244 · Cited by 2
Rustian, Sumartono, S., Hermawan, H., et al. (2021) · Journal of Southwest Jiaotong University · doi:10.35741/issn.0258-2724.56.3.29 · Cited by 2
DRIVERS AND CHALLENGES IN MUNICIPAL SDGS FROM COLLABORATIVE GOVERNANCE PERSPECTIVE
Ishida, S. (2022) · Socialis Series in Social Science · doi:10.20319/socv3.1939 · Cited by 2
Introduction to Collaborative Governance
Agbodzakey, J. K. (2024) · SpringerBriefs in political science · doi:10.1007/978-3-031-57373-6_1 · Cited by 4
Leadership Capabilities for Successful Implementation of SDG 7 Targets at Energy Company X
Mangondo, T., & Thakhathi, A. (2021) · Sustainable development goals series · doi:10.1007/978-3-030-70952-5_9 · Cited by 2
Foell, A., Fowler, P. J., Purnell, J. Q., Nebbitt, V. E., & Luke, D. A. (2024) · Journal of Urban Affairs · doi:10.1080/07352166.2024.2377216 · Cited by 2
Pini, B., Petroni, A., & Bigliardi, B. (2026) · Administrative Sciences · doi:10.3390/admsci16020080 · Cited by 7
“…and Matias (2020), Clarke (2020), and Tagliabue et al. (2021) represent turning points in defining the PA as an orchestrator of hybrid ecosystems in which public, private, academic, and civic actors co-evolve through open and collaborative innovation (Emerson et al., 2012; Bryson et al., 2015).”
InfluentialHow can community support be maintained during the COVID-19 pandemic?
Jang, E., & Park, D. (2022) · Environment Development and Sustainability · doi:10.1007/s10668-022-02765-x · Cited by 2
“Scholars highlight multi-sectional and multi-organizational collaboration (Emerson et al., 2011; Jamal & Getz, 1995; Kania & Kramer, 2011; Lasker et al., 2001; Nasca et al., 2019).”
InfluentialKamuda Kriz Yönetimi ve İşbirlikçi Yönetişim Anlayışı: Bir Model Önerisi
Çamur, Ö. (2025) · Abant Sosyal Bilimler Dergisi · doi:10.11616/asbi.1585774 · Cited by 2
Institutional Design in Collaborative Governance
Agbodzakey, J. K. (2024) · SpringerBriefs in political science · doi:10.1007/978-3-031-57373-6_3 · Cited by 2
Sant’Anna, L. T., Tonelli, D. F., Martins, T. C. M., et al. (2021) · Cadernos EBAPE BR · doi:10.1590/1679-395120200068 · Cited by 2
“In the first part of the questionnaire, the participants, considering their science park, informed researchers about their perception of the degree of importance of 17 CG categories identified in the most cited articles in the Web of Science database (Ansell & Gash, 2008; Emerson et al., 2011; Foster-Fishman et al. 20…”
BackgroundInfluentialIntegrating perspectives: Multi-sectoral insights into U.S. Gulf Coast flood governance
Azizi, K., Wang, Y., Enriquez, O., Passalacqua, P., Niyogi, D., & Bixler, R. P. (2025) · International Journal of Disaster Risk Reduction · doi:10.1016/j.ijdrr.2025.105662 · Cited by 2
Participatory Governance and Cultural Development: A Framework of Causal Mechanisms
Campagna, D. (2022) · Springer eBooks · doi:10.1007/978-3-030-81648-3_2 · Cited by 2
Parallel learning loops in collaborative innovation: Insights from digital government
Trein, P., Presset, B., & Vagionaki, T. (2025) · Government Information Quarterly · doi:10.1016/j.giq.2025.102080 · Cited by 6
KOLABORASI STAKEHOLDERS DALAM PENGELOLAAN SAMPAH RUMAH TANGGA DI KECAMATAN KAMPAR KABUPATEN KAMPAR
Dayana, M. (2021) · JIANA ( Jurnal Ilmu Administrasi Negara ) · doi:10.46730/jiana.v19i2.7987 · Cited by 2
Exploring the collaborative governance of Olympic stadium renovations: a multiple case study
Byun, J., Hoff, K. J., & Dowling, M. (2024) · European Sport Management Quarterly · doi:10.1080/16184742.2024.2412644 · Cited by 2
“This study utilizes Emerson et al.’s (2012) collaborative governance framework to investigate the dynamics and processes inherent in governing post-Games stadium projects.”
InfluentialEnvironmental Leadership in Public Organizations
Miao, Q., & Nduneseokwu, C. K. (2024) · Springer eBooks · doi:10.1007/978-981-96-0324-4_7 · Cited by 1
Light, R. (2023) · The Geojournal library · doi:10.1007/978-3-031-37142-4_4 · Cited by 2
A decentred study of uncollaborative governance
Crompton, A., & Waring, J. J. (2025) · International Journal of Public Sector Management · doi:10.1108/ijpsm-03-2025-0117 · Cited by 2
The relational factors in managing rural water supply in Punjab, Pakistan
Waheed, S., Azhar, A., Sial, M. H., & Faran, M. (2023) · Water Policy · doi:10.2166/wp.2023.116 · Cited by 2
Vizzoto, A. D., & Verschoore, J. R. (2025) · International Journal of Health Governance · doi:10.1108/ijhg-04-2025-0040 · Cited by 2
Evaluating Networks for Collaborative Planning and Management
Margerum, R. D., & Parker, R. (2019) · Journal of Planning Education and Research · doi:10.1177/0739456x19889387 · Cited by 2
서휘석, & Kim, K.-K. (2015) · 한국자치행정학보 · doi:10.18398/kjlgas.2015.29.2.45 · Cited by 2
Challenges of collaborative governance in lifelong guidance in Finland
Wallenius, T., & Varjo, J. (2024) · Nordic Journal of Studies in Educational Policy · doi:10.1080/20020317.2024.2379586 · Cited by 12
“…structures of public policy decision-making and management that engage people constructively across the boundaries of public agencies; levels of government; and/or public, private and civic spheres to carry out a public purpose that could not otherwise be accomplished (Emerson et al., 2012, p. 2).”
InfluentialLaajini, T., & Tadjousti, H. (2025) · African Journal of Science Technology Innovation and Development · doi:10.1080/20421338.2025.2461206 · Cited by 3
“This form of governance is marked by the active participation of a diverse range of actors who collectively address complex issues, especially those related to sustainable development (Emerson, Nabatchi, and Balogh 2012).”
Ridwan, R., Wijaya, C., & Kasim, A. (2019) · Russian Journal of Agricultural and Socio-Economic Sciences · doi:10.18551/rjoas.2019-02.14 · Cited by 2
Nurwanda, A., Daraba, D., Suprajogo, T., et al. (2024) · International Journal of Science and Society · doi:10.54783/ijsoc.v6i2.1149 · Cited by 2
“Collaboration is directed at achieving goals that are mutually desired by each individual, group and organization in the form of a result that is meaningful and sustainable (Emerson, Nabatchi & Balogh, 2012).”
BackgroundCollaboration in Implementation of Kota Tanpa Kumuh (KOTAKU) Program in Palangka Raya City
Yopiannor, F. Z., & Wibowo, N. E. (2019) · Iapa Proceedings Conference · doi:10.30589/proceedings.2019.255 · Cited by 2
Ortega, J. A., & Park, C. H. (2022) · Evaluation and Program Planning · doi:10.1016/j.evalprogplan.2022.102121 · Cited by 2
Asropi, A., Erfanti, M., & Timur, A. (2023) · DIA Jurnal Ilmiah Administrasi Publik · doi:10.30996/dia.v21i01.7563 · Cited by 4
Kolaborasi Stakeholders Dalam Pengelolaan Taman Bungkul di Surabaya
Kumala, G. B. W. N., Raharjo, A. N., Musleh, M., et al. (2024) · Journal of Governance Innovation · doi:10.36636/jogiv.v6i1.3521 · Cited by 2
Introduction: collaborative public management as an emergent field
Meek, J. W. (2021) · Edward Elgar Publishing eBooks · doi:10.4337/9781789901917.00010 · Cited by 2
Modes of Network Governance in Disaster Reliefs: Case of Bangkok Flood Relief 2011
Пхеунгфа, Н., Суприйоно, Б., Виджая, А., et al. (2019) · Public Administration Issues · doi:10.17323/1999-5431-2019-0-6-77-93 · Cited by 2
李, 力. (2024) · Aging Research · doi:10.12677/ar.2024.113102 · Cited by 2
Cementing “Stakeholder Collaboration” into Flood Risk Management
Potter, K. (2022) · CRC Press eBooks · doi:10.1201/9781003262640-9 · Cited by 2
Rethinking Leadership in Urban Planning: Administrative Practice Under Institutional Tension
Jaakonaho, M., & Bergman, Z. (2026) · Planning Theory & Practice · doi:10.1080/14649357.2026.2663880 · Cited by 2
“Much of the planning discourse continues to approach leadership indirectly, embedding it within collaborative governance frameworks, which emphasize consensus-driven interaction (Ansell & Gash, 2008; Emerson et al., 2012) and distributed leadership that emphasizes decentralized responsibility.”
Li, Y. (2016) · RePub (Erasmus University Rotterdam) · Cited by 3
Grin, E. J. (2025) · International Public Management Journal · doi:10.1080/10967494.2025.2537247 · Cited by 2
“This finding underscores the complexity of the SDGs, which municipalities often lack the knowledge and resources to tackle independently (Ansell, Sørensen, and Torfing 2022; Emerson, Nabatchi, and Balogh 2012).”
Lu, Y.-P., & Rana, M. A. (2022) · Chinese Public Administration Review · doi:10.1177/15396754221124220 · Cited by 2
“Such collaborations refer to CG in literature when a government agency starts collaborative work (Carlson, 2007; Emerson et al., 2012).”
BackgroundSiciliano, M. D., & Whetsell, T. A. (2021) · arXiv (Cornell University) · Cited by 2
Kushwaha, V. (2024) · SSRN Electronic Journal · doi:10.2139/ssrn.4742920 · Cited by 2
Haryono, N., Rahayu, A. Y. S., & Soeling, P. D. (2024) · Masyarakat Kebudayaan dan Politik · doi:10.20473/mkp.v37i32024.329-346 · Cited by 2
Smart and social? Assessing social value in the EU LEADER programme in rural Estonia
Asso, L., & Kangro, K. (2025) · European Urban and Regional Studies · doi:10.1177/09697764251379240 · Cited by 2
“Collaborative governance is defined as the engagement of public, private, and civil society actors in joint decision-making to address shared challenges (Ansell and Gash, 2008; Emerson et al., 2012).”
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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