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Cited by 211

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Working together: Key themes in the management of relationships between public and non‐profit organizations

Huxham, Chris, Vangen, Siv·1996·International Journal of Public Sector Management
DOI 10.1108/09513559610153863
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Abstract

Describes some of the good practices and some of the problems connected with inter‐organizational working, focusing on arrangements involving voluntary, community sector and public sector organizations. Discusses six themes raised by the groups. Identifies a number of implications for collaborative practice.

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Research works printed but not linked: 20

  1. 1.Trist, E., “Referent organisations and the development of inter‐organisational domains”, Human Relations, ol. 36, 1983, pp. 269‐84. · DOI · Paper page
  2. 3.Kramer, R., “Voluntary organisations, contracting and the welfare state”, in Batsleer, J., Cornforth, C. and Paton, R. (Eds), Issues in Voluntary and Non‐profit Management, Addison‐ Wesley, Wokingham, pp. 181‐91.
  3. 4.Burns, D., Hambleton, R. and Hoggett, P., The Politics of Decentralisation: Revitalising Local Democracy, Macmillan, Basingstoke, 1994. · DOI
  4. 5.Metcalfe, L., “Public management: from imitation to innovation”, Australian Journal of Public Administration, Vol. 52 No. 3, 1993, pp. 292‐304. · DOI
  5. 6.Chisholm, D., Coordination without Hierarchy: Informal Structures in Multiorganisational Systems, University of California Press, Berkley, CA, 1989. · DOI · Paper page
  6. 8.Vangen, S. and Huxham, C., “Creating a TIP: issues in the design of a process for transferring theoretical insight about inter‐organisational collaboration into practice”, to appear in Montanheiro, L. (Ed.), Understanding Public and Private Partnerships, PAVIC, Sheffield, 1996.
  7. 10.Eden, C. and Vangen, S., “Exploring the success of collaboratives from the perspective of shared meanings”, paper presented at the Third International Workshop on Managerial and Organizational Cognition, Glasgow, June 1995.
  8. 11.Barr, C. and Huxham, C., “Collaboration for community development”, in Huxham, C. (Ed.), Creating Collaborative Advantage, Sage, London, due May 1996, pp. 110‐25. · DOI
  9. 12.Barr, C. and Vangen, S., “Investigating effective collaboration”, in Ritchie, C., Taket, A. and Bryant, J. (Eds), Community Works, PAVIC Publications, Sheffield, 1994, pp. 182‐6.
  10. 13.Vangen, S., “Local community groups combating poverty: a focus on collaboration”, in Bowen, K. (Ed.), In at the Deep End, Community Operational Research Unit, Barnsley, 1995.
  11. 14.Vangen, S., Huxham, C. and Eden, C., “Understanding collaboration from the perspective of a goal system”, presented at the International Workshop on Multi‐organisational Partnerships, Brussels, September 1994.
  12. 16.Eden, C., “The stakeholder collaborator strategy workshop”, in Huxham, C. (Ed.), Creating Collaborative Advantage, Sage, London, 1996, pp. 44‐57. · doi:10.4135/9781446221600.n3
  13. 17.Finn, C., “Utilising stakeholder strategies to ensure positive outcomes in collaborative processes”, in Huxham, C. (Ed.), Creating Collaborative Advantage, Sage, London, 1996, pp. 152‐65. · DOI
  14. 18.Huxham, C., “Processes for collaborative advantage: a gentle exploration of tensions”, in Pasquero, J. and Collins, D. (Eds), International Association for Business and Society, Proceedings, 1993, pp. 90‐5. · doi:10.5840/iabsproc1993413
  15. 19.Huxham, C. and Macdonald, D., “Introducing collaborative advantage: achieving inter‐organisational effectiveness through meta‐strategy”, Management Decision, Vol. 30, 1992, pp. 50‐6. · DOI
  16. 20.Batsleer, J. and Randall, S., “Creating common cause: issues in the management of interagency relationships for voluntary organisations”, in Batsleer, J., Cornforth, C. and Paton, R. (Eds), Issues in Voluntary and Non‐profit Management, Addison‐Wesley, Wokingham, 1991, pp. 192‐210.
  17. 21.Huxham, C. and Vangen, S., “Naïvety and maturity, inertia and fatigue: are working relationships between public organisations doomed to fail?”, presented at the Employment Research Unit Conference on, the Contract State: the Future of Public Management, University of Cardiff, September 1994.
  18. 22.Ring, P. S. and van de Venn, A., “Structuring co‐operative relationships between organisations”, Strategic Management Journal, Vol. 13, 1992, pp. 483‐98. · DOI · Paper page
  19. 23.Bryson, J., “Strategic planning: big wins and small wins”, Public Money and Management, Autumn 1988, pp. 11‐15. · DOI
  20. 24.Huxham, C., “Collaborative capability: an intra‐organisational perspective on collaborative advantage”, Public Money and Management, Vol. 12, July‐September 1993, pp. 21‐8. · DOI

Cited by

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Metadata

Authors
Huxham, C., & Vangen, S.
Venue
International Journal of Public Sector Management
Publisher
Emerald
Published
1996-12-01
Volume
9
Issue
7
Pages
5-17
ISSN
0951-3558 (ISSN-L)
DOI
10.1108/09513559610153863
OpenAlex
W1981412797
Cited by
211
References
0
FWCI
1.49
Type
journal article
Language
en
Open access
closed
Licence
www.emerald.com/insight/site-policies (tdm)

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CoChat. (2026). Citation check: Working together: Key themes in the management of relationships between public and non‐profit organizations. https://app.cochat.ai/papers/10.1108/09513559610153863
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Huxham, C., & Vangen, S. (1996). Working together: Key themes in the management of relationships between public and non‐profit organizations. International Journal of Public Sector Management. https://doi.org/10.1108/09513559610153863

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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.

Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).

Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.