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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The Enabling Effects of Open Government Data on Collaborative Governance in Smart City Contexts
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Hybridization and Urban Governance: Malleability, Modality, or Mind-Set?
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“The framework of Emerson, Nabatchi and Balogh (2012) synthesized key ideas from previous work and conceptualized the ‘inner workings’ of collaboration through several constructs: principled engagement of actors, shared motivation, and capacity for joint action.”
Trulsrud, T. H., & van der Leer, J. (2024) · Energy and Buildings · doi:10.1016/j.enbuild.2024.114429 · Cited by 28
“…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 to carry out a public purpose that could not otherwise be accomplished ” [28].”
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“Cross-regional governance is an innovative governance model that breaks the traditional management and control governance model that is confined to the boundaries of administrative divisions [31,32].”
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Maag, S., & Fischer, M. (2018) · Society & Natural Resources · doi:10.1080/08941920.2018.1484973 · Cited by 28
“However, it considers several existing theoretical frameworks which are based on systematic literature reviews (Bryson et al. 2006; Thomson and Perry 2006; Ansell and Gash 2007; Hardy 2010; Sørensen and Torfing 2011; Emerson et al. 2012; Fischer and Leifeld 2015).”
BackgroundInfluentialDoes Israel Have a Constitution?
Galnoor, I., & Blander, D. (2018) · Cambridge University Press eBooks · doi:10.1017/9781316160978.003 · Cited by 28
Collaboration in Public Service Delivery
(2019) · Edward Elgar Publishing eBooks · doi:10.4337/9781788978583 · Cited by 36
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The contribution of water-energy-food nexus governance to sustainability: A case study of Singapore
Jones-Crank, J. L. (2024) · Environmental Science & Policy · doi:10.1016/j.envsci.2024.103849 · Cited by 28
Collaborative public management and systems thinking
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Strategies and transitions to public sector co-creation across Europe
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“Many countries became interested in moving away from traditional public administration and the market/management mix that characterizes NPM reforms, to adopt models that provide more room for collaboration and participation (Emerson et al., 2012).”
BackgroundStakeholder theory in the public sector domain: A bibliometric analysis and future research agenda
Sarturi, G., Barakat, S. R., & Gomes, R. C. (2023) · Review of Policy Research · doi:10.1111/ropr.12560 · Cited by 41
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Whole of Government: the Solution to Managing Crises?
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van der Watt, P., & Marais, L. (2021) · Resources Policy · doi:10.1016/j.resourpol.2021.101984 · Cited by 27
Collaborative Governance for Sustainable Development
Lima, V. (2021) · Encyclopedia of the UN sustainable development goals · doi:10.1007/978-3-319-95960-3_2 · Cited by 27
Karimo, A., Wagner, P. M., Delicado, A., et al. (2022) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muac031 · Cited by 27
Kożuch, B., & Sienkiewicz-Małyjurek, K. (2016) · Sustainability · doi:10.3390/su8020123 · Cited by 34
“Source: own elaboration based on [48,80–91].”
Zhao, D., & Wang, D. (2019) · Sustainability · doi:10.3390/su11195431 · Cited by 27
Deverell, E., Alvinius, A., & Hede, S. (2019) · Risk Hazards & Crisis in Public Policy · doi:10.1002/rhc3.12179 · Cited by 27
Russell, C., Clark, J. R. A., Hannah, D. M., & Sugden, F. (2021) · Applied Geography · doi:10.1016/j.apgeog.2021.102516 · Cited by 34
Dressel, S., Ericsson, G., Johansson, M., Kalén, C., Pfeffer, S. E., & Sandström, C. (2020) · Land Use Policy · doi:10.1016/j.landusepol.2020.105028 · Cited by 23
Participatory Budgeting in Australian Local Government: An Initial Assessment and Critical Issues
Christensen, H. E., & Grant, B. J. (2016) · Australian Journal of Public Administration · doi:10.1111/1467-8500.12219 · Cited by 28
“Added to this complexity is that both participatory democracy and deliberative democracy theorists are incorporating the language of collaborative governance into their theory and practice (see for example Nabatchi and O’Leary 2005, Nabatchi 2010, Newman et al 2004, Emerson et al 2012).”
BackgroundMethodHotte, N., Kozak, R. A., & Wyatt, S. W. (2019) · Forest Policy and Economics · doi:10.1016/j.forpol.2019.05.007 · Cited by 30
Water governance for water security: analysing institutional strengths and challenges in Finland
Ahopelto, L., Sojamo, S., Belinskij, A., et al. (2023) · International Journal of Water Resources Development · doi:10.1080/07900627.2023.2266733 · Cited by 27
“…to water, as well as persisting challenges with its management, have led to a growing literature base on approaches calling for more integrated, adaptive and/ or collaborative approaches to water governance (Ansell & Gash, 2008; Batory & Svensson, 2019; Emerson et al., 2012; Harrington, 2017).”
BackgroundRackwitz, M., Hustedt, T., & Hammerschmid, G. (2021) · Der moderne Staat · doi:10.3224/dms.v14i1.05 · Cited by 14
Pathways for collaboratively strengthening water and sanitation systems
Pugel, K., Javernick‐Will, A. N., Peabody, S., Nyaga, C., Mussa, M., Mekonta, L., Dimtse, D., Watsisi, M., Buhungiro, E., Mulatu, T., et al. (2021) · The Science of The Total Environment · doi:10.1016/j.scitotenv.2021.149854 · Cited by 26
Interacting institutional logics in policy implementation
Michel, C. L., Meza, O., & Cejudo, G. M. (2022) · Governance · doi:10.1111/gove.12596 · Cited by 27
Nan, Z., Lu, Z., & Shou, Y. (2017) · Information Technology for Development · doi:10.1080/02681102.2017.1363030 · Cited by 26
Key values for democratic governance innovation: Two traditions and a synthesis
Hendriks, F. (2021) · Public Administration · doi:10.1111/padm.12738 · Cited by 26
In search for inclusiveness: vertical complexity in public-nonprofit networks
Vermeiren, C., Raeymaeckers, P., & Beagles, J. E. (2019) · Public Management Review · doi:10.1080/14719037.2019.1668471 · Cited by 29
Haddad, M. A. (2015) · The Journal of Environment & Development · doi:10.1177/1070496514564563 · Cited by 26
Transparency for Results: Testing a Model of Performance Management in Open Government Initiatives
Ingrams, A. R. (2017) · International Journal of Public Administration · doi:10.1080/01900692.2017.1318400 · Cited by 33
“…2006; Greenwood & Hinings, 1996; Markus & Robey, 1988), privatization (e.g., Auger, 1999; Hefetz & Warner, 2004; Mintzberg, 1996), collaboration (e.g., Emerson, Nabatchi, and Balogh, 2012; Imperial, 2005; Waugh & Streib, 2006), and innovation (e.g., Berry & Berry, 1999; Ebbers & Van Dijk, 2007).”
The concept of responsiveness in the governance of research and innovation
Nielsen, M. V. (2016) · Science and Public Policy · doi:10.1093/scipol/scv078 · Cited by 26
Grouw, Y. L., van der Woerd, O., Visser, E. L., & Blijleven, W. (2024) · Public Policy and Administration · doi:10.1177/09520767241244981 · Cited by 34
“…among a variety of actors (e.g. service-users, professionals and managers, public agencies, private parties, civic organisations) who operate on different governance ‘ levels ’ to develop new and creative solutions that cannot be achieved individually (Ansell and Gash, 2007; Emerson et al., 2011).”
InfluentialKapucu, N., & Beaudet, S. (2020) · Administrative Sciences · doi:10.3390/admsci10040100 · Cited by 26
“…on sustainability by understanding and reinforcing the critical role of partnerships for the SDGs, network governance in implementing the SDGs, collective action at the global level, and the key actors in the global network (Bryson et al. 2006; Emerson et al. 2011; Kapucu and Hu 2020; Wong 2019).”
BackgroundMoodie, J. R., & Sielker, F. (2021) · Planning Practice and Research · doi:10.1080/02697459.2021.2015855 · Cited by 26
“…for its failure to recognize the existence of power asymmetries, resource imbalances and weak institutional structures in collaborative processes, which can lead to the under-representation of certain groups and lowest common denominator decisions (Ansell & Gash 2007; Emerson et al 2011).”
BackgroundMethodInfluentialThe Science–Policy Nexus in Collaborative Governance: Use of Science in Ecosystem Recovery Planning
Koontz, T. M. (2019) · Review of Policy Research · doi:10.1111/ropr.12362 · Cited by 26
The performance of the Black Sea Commission as a collaborative governance regime
Avoyan, E., van Tatenhove, J. P. M., & Toonen, H. (2017) · Marine Policy · doi:10.1016/j.marpol.2017.04.006 · Cited by 26
Spraul, K. S., & Thaler, J. S. (2019) · BuR - Business Research · doi:10.1007/s40685-019-0097-3 · Cited by 26
Xu, J., & Byrne, J. (2020) · Asian Studies Review · doi:10.1080/10357823.2020.1828824 · Cited by 27
“Collaboration is defined as the formal processes and structures of environmental policymaking and implementation that engage public agencies with ENGOs to achieve common goals (Ansell & Gash, 2007; Emerson et al., 2011).”
BackgroundErikson, J., & Larsson, O. L. (2019) · Regulation & Governance · doi:10.1111/rego.12259 · Cited by 26
Should I Stay or Should I Go? Why Participants Leave Collaborative Governance Arrangements
Chen, X., & Sullivan, A. A. (2022) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muac024 · Cited by 26
Co-Management as a Successful Strategy for Marine Conservation
Voorberg, W., & van der Veer, R. (2020) · Journal of Marine Science and Engineering · doi:10.3390/jmse8070491 · Cited by 30
“[28] argue, for collaborative governance processes to lead to collaborative success (e.”
BackgroundStakeholder collaboration and irrigation practices in Ghana: issues, challenges, and the way forward
Nalumu, D. J., Mensah, H., Amponsah, O., & Takyi, S. A. (2021) · SN Applied Sciences · doi:10.1007/s42452-021-04407-9 · Cited by 29
Grassini, L. (2017) · International Journal of Water Resources Development · doi:10.1080/07900627.2017.1354761 · Cited by 27
Collaboration, Venus, and Mars: The Gender Factor in Intersectoral Relations
AbouAssi, K., Bauer, Z., & Johnston, J. M. (2018) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/muy041 · Cited by 26
Policy and Management: Considering Public Management and Its Relationship to Policy Studies
Sowa, J. E., & Lu, J. (2016) · Policy Studies Journal · doi:10.1111/psj.12193 · Cited by 31
A comparison of management adaptations for joined‐up government: Lessons from New Zealand
Scott, R. J., & Bardach, E. (2018) · Australian Journal of Public Administration · doi:10.1111/1467-8500.12348 · Cited by 26
Investing upstream: Watershed protection in Piura, Peru
Lindsay, A. (2019) · Environmental Science & Policy · doi:10.1016/j.envsci.2019.02.005 · Cited by 26
Xu, J. (2021) · Global Public Policy and Governance · doi:10.1007/s43508-021-00029-4 · Cited by 26
“The second dimension of collaborative dynamics in the CGR model is shared motivation, which focuses on how governance outcomes may benefit participants and the organization or constituency they represent (Emerson et al., 2012).”
BackgroundMethodSilvia, C. (2017) · Journal of Public Administration Research and Theory · doi:10.1093/jopart/mux026 · Cited by 26
Cairney, P. (2025) · Open Research Europe · doi:10.12688/openreseurope.19864.1 · Cited by 31
Flood Risk and Resilience in the Netherlands: In Search of an Adaptive Governance Approach
Molenveld, A., & van Buuren, A. (2019) · Water · doi:10.3390/w11122563 · Cited by 28
“[18,19]) mention governance elements as well; however, the IAD framework specifically focuses on the tightness of the rules and thus allows for comparison.”
BackgroundAuthoritarian Environmentalism—Captured Collaboration in Vietnamese Water Management
Bruun, O., & Rubin, O. (2022) · Environmental Management · doi:10.1007/s00267-022-01650-7 · Cited by 25
“Collaborative governance has increasingly become mainstream in academia and institutionalised in political practices over recent decades (e.g., Bartz et al. 2021; Emerson et al. 2012; Ansell et al. 2020; Sorensen and Torfing 2009, 2021).”
BackgroundDoes stakeholder engagement affect corruption risk management?
Monteduro, F., Cecchetti, I., Lai, Y., & Allegrini, V. (2020) · Journal of Management & Governance · doi:10.1007/s10997-020-09527-9 · Cited by 37
Fixing Federal Faults. Complementary Member State Policies in Swiss Health Care Policy
Sager, F., Rüefli, C., & Thomann, E. (2019) · International Review of Public Policy · doi:10.4000/irpp.426 · Cited by 26
“…intervene in the domain of outpatient healthcare can best do so by initiating and facilitating collaborative processes (Ansell & Gash, 2008; Emerson et al., 2011), ideally triggered by needs and interests articulated by the actors affected by the reform – in this case, general…”
BackgroundLai, A. Y.-H. (2012) · Journal of Comparative Policy Analysis Research and Practice · doi:10.1080/13876988.2012.687622 · Cited by 25
“…on cross-sector collaboration is flourishing, the literature on cross-sector collaborative response to, and recovery from, disastrous events is very recently developed (Kapucu 2005; Comfort and Kapucu 2006; Waugh and Streib 2006; Simo and Bies 2007; Ansell et al. 2010; Emerson et al. 2012).”
BackgroundInfluentialCollaborate or perish: water resources management under contentious water use in a semiarid basin
Gálvez, V., Rojas, R., Bennison, G., et al. (2019) · International Journal of River Basin Management · doi:10.1080/15715124.2019.1634083 · Cited by 25
“…from the public administration arena and other management orientated disciplines (see, for example, the approaches to collaborative governance by Ansell and Gash (2008) and Emerson et al. (2012); and adaptive governance approaches by Dietz et al. (2003) and Folke et al. (2005), among others).”
InfluentialCollaborative design of governance instruments in higher education
Elken, M. (2023) · Studies in Higher Education · doi:10.1080/03075079.2023.2258905 · Cited by 22
“Others, e.g. Emerson et al (2012, 2) include de fi nitions where the role of actors is broader, including ‘ [engaging] people constructively across the boundaries of public agencies, levels of government, and/or the public, private and civic spheres ’ .”
BackgroundAiming for Sustainability and Scalability: Community Engagement in Forest Payment Schemes
Kowler, L. F., Pratihast, A. K., del Arco, A. P. O., et al. (2020) · Forests · doi:10.3390/f11040444 · Cited by 25
“Several authors argue that emerging horizontal and vertical networks represent new opportunities for diverse actors to participate and coordinate in decision making on natural resources, thus providing for more effective policies [24,25,29].”
BackgroundNational Action Plan Health Literacy in Germany origin, development and structure
Schaeffer, D., Gille, S., Vogt, D., et al. (2021) · Journal of Public Health · doi:10.1007/s10389-021-01616-9 · Cited by 25
Hysing, E. (2020) · Journal of Public Policy · doi:10.1017/s0143814x2000029x · Cited by 25
“Collaborative governance has attracted widespread attention and support amongst scholars and policy practitioners, who see it as a vital element of governance efforts to deal with a wide range of complex policy problems as well as a fruitful way to restore trust in government, foster public engagement, and further the…”
BackgroundShared responsibility for forest protection?
Widman, U. (2014) · Forest Policy and Economics · doi:10.1016/j.forpol.2014.10.003 · Cited by 25
Collaborative governance towards cities sustainability transition
Conti, D. D. M., Guevara, A. J. D. H., Heinrichs, H., et al. (2019) · urbe Revista Brasileira de Gestão Urbana · doi:10.1590/2175-3369.011.e20190046 · Cited by 25
Tourism and rural development in western China: a case from Turpan
Keyim, P. (2015) · Community Development Journal · doi:10.1093/cdj/bsv046 · Cited by 25
Conceptualizing Smart Disaster Governance: An Integrative Conceptual Framework
Shahat, E., Hyun, C. T., & Yeom, C. (2020) · Sustainability · doi:10.3390/su12229536 · Cited by 25
“Good governance is anticipated to be binding to laws, accountable, effective, politically dynamic, and well connected [9,13].”
BackgroundDapilah, F., Nielsen, J. Ø., Lebek, K., et al. (2021) · Climate Risk Management · doi:10.1016/j.crm.2021.100306 · Cited by 25
Chen, W., Di, K., Cai, Q., et al. (2023) · International Journal of Environmental Research and Public Health · doi:10.3390/ijerph20065084 · Cited by 25
“To modify the action and the action of the general public in environmental preservation, the dialectical unity between the subjects of any action’s consciousness and ability to act plays a vital role in promoting and supporting this transformation [31].”
BackgroundJiren, T. S., Leventon, J., Jager, N. W., et al. (2021) · Environmental Management · doi:10.1007/s00267-021-01432-7 · Cited by 25
The economic case for prioritizing governance over financial incentives in REDD+
Fosci, M. (2012) · Climate Policy · doi:10.1080/14693062.2013.745112 · Cited by 24
Collaborative governance platforms and outcomes: An analysis of Clean Cities coalitions
Lee, H. (2022) · Governance · doi:10.1111/gove.12702 · Cited by 26
Sykora‐Bodie, S. T., & Morrison, T. H. (2019) · Aquatic Conservation Marine and Freshwater Ecosystems · doi:10.1002/aqc.3200 · Cited by 25
Hafer, J. A. (2017) · The American Review of Public Administration · doi:10.1177/0275074017729877 · Cited by 39
Eckerberg, K., & Buizer, M. (2017) · Forest Policy and Economics · doi:10.1016/j.forpol.2017.03.020 · Cited by 25
“…management and governance literature, much attention is given to procedures of community engagement, highlighting the sensitive issues of who should participate in the decision-making and the management of expectations of the different stakeholders (Emerson et al., 2012; Meadowcroft, 2004).”
BackgroundZhou, W., Lyu, Z., & Chen, S. (2024) · Systems · doi:10.3390/systems12010030 · Cited by 25
“Given the nature of digital transformation in government as a form of institutional collective action, it necessitates effective collaboration among departments spanning diverse domains, administrative tiers, and operational systems [45].”
BackgroundAssessing organisational capacity for transition policy programs
Bos, J. J., & Brown, R. R. (2013) · Technological Forecasting and Social Change · doi:10.1016/j.techfore.2013.09.012 · Cited by 25
Municipal isomorphism: testing the effects of vertical and horizontal collaboration
Piña, G., & Avellaneda, C. N. (2017) · Public Management Review · doi:10.1080/14719037.2017.1412116 · Cited by 25
“Of collaboration’s many potential consequences, those studied most are direct effects on the decision-making process and its participants (Emerson, Nabatchi, and Balogh 2012; Thomson, Perry, and Miller 2007).”
BackgroundInfluentialThe impact of stakeholder engagement on local policy decision making
Long, L. A. N., Foster, M., & Arnold, G. (2019) · Policy Sciences · doi:10.1007/s11077-019-09357-z · Cited by 25
Cinque, S. (2015) · Wildlife Biology · doi:10.2981/wlb.00098 · Cited by 25
Chen, S., Zhao, X., & Zhou, L. (2021) · Journal of Environmental Policy & Planning · doi:10.1080/1523908x.2021.2000379 · Cited by 25
Collaborative governance at the start of an integrated community approach: a case study
Grootjans, S. J. M., Stijnen, M., Kroese, M., et al. (2022) · BMC Public Health · doi:10.1186/s12889-022-13354-y · Cited by 25
“[11] to study the development and implementation of collaborative governance in an integrated community approach (ICA) in four deprived neighbourhoods in Maastricht, the Netherlands [22].”
BackgroundCross-Sector Social Interactions and Systemic Change in Disaster Response: A Qualitative Study
Quarshie, A. M., & Leuschner, R. (2018) · Journal of Business Ethics · doi:10.1007/s10551-018-3860-z · Cited by 29
“Further, scholars have recently identified interactions that constitute or involve new types of governance (Emerson et al. 2012; Vangen et al. 2015) or business models (Dahan et al. 2010a), as well as blurred structures and roles (see Crane 2010; Dahan et al. 2010b; Laasonen et al. 2012).”
BackgroundLi, X., Li, B., & Jiang, W. (2024) · Habitat International · doi:10.1016/j.habitatint.2024.103134 · Cited by 25
Robert, É., Zongo, S., Rajan, D., & Ridde, V. (2022) · BMC Health Services Research · doi:10.1186/s12913-022-08120-0 · Cited by 27
“This time is needed for collaborative governance mechanisms to take effect and for the culture of collaboration to percolate through other branches of public administration and stakeholders, to produce what Emerson refers to as the sustaining capacity for joint action [16].”
BackgroundMethodInfluentialJos, P. H. (2014) · Administration & Society · doi:10.1177/0095399714544942 · Cited by 25
The Role of Forum Membership Diversity on Institutional Externalities in Resource Governance Systems
Mewhirter, J. M., McLaughlin, D., & Fischer, M. (2019) · Society & Natural Resources · doi:10.1080/08941920.2019.1646366 · Cited by 24
“For example, trust, rules, transparency, power asymmetries, (Ansell and Gash 2008) principled engagement or shared motivation (Emerson, Nabatchi and Balogh 2012) may play a role.”
Background
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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