CoChat
Sign Up
Cited by 2,403Public Policy and Administration ResearchCommunity Health and DevelopmentNonprofit Sector and Volunteering

The Design and Implementation of Cross‐Sector Collaborations: Propositions from the Literature

Bryson, John M., Crosby, Barbara C., Stone, Melissa Middleton·2006·Public Administration Review
DOI 10.1111/j.1540-6210.2006.00665.x
Open this paper in CoChat — free account

Abstract

People who want to tackle tough social problems and achieve beneficial community outcomes are beginning to understand that multiple sectors of a democratic society—business, nonprofits and philanthropies, the media, the community, and government—must collaborate to deal effectively and humanely with the challenges. This article focuses on cross‐sector collaboration that is required to remedy complex public problems. Based on an extensive review of the literature on collaboration, the article presents a propositional inventory organized around the initial conditions affecting collaboration formation, process, structural and governance components, constraints and contingencies, outcomes, and accountability issues.

Integrity signals

Registry

Crossref · 10.1111/j.1540-6210.2006.00665.x

Cites

2 of 2 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

This paper’s full text isn’t openly available, so its claims and self-check weren’t run. The registry and citation checks still apply.

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?

  • Collaborative governance both requires and cultivates multiple opportunities and roles for leadership.

    “Moreover, collaborative governance demands and cultivates multiple opportunities and roles for leadership (Agranoff and McGuire 2003;Bryson, Crosby, and Stone 2006).”

    From An Integrative Framework for Collaborative Governance (2012) · cites this paper as Bryson, Crosby, and Stone 2006

  • Power can be treated as a resource, and like other resources it is almost always distributed unevenly among participants.

    “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).”

    From An Integrative Framework for Collaborative Governance (2012) · cites this paper as Bryson, Crosby, and Stone 2006

  • The internal authority structure of collaborative institutions tends to be less hierarchical and stable, and more complex and fluid, than the authority structures of traditional bureaucracies.

    “In general, the internal authority structure of collaborative institutions tends to be less hierarchical and stable, and more complex and fluid, than those found in traditional bureaucracies (Bryson, Crosby, and Stone 2006;Huxham and Vangen 2005).”

    From An Integrative Framework for Collaborative Governance (2012) · cites this paper as Bryson, Crosby, and Stone 2006

  • Trust is closely related to legitimacy because legitimacy requires participants to see the process as fundamentally fair.

    “Trust is also closely related to legitimacy, because legitimacy requires participants to see the process as fundamentally fair (Bryson, Crosby, & Stone, 2006;Emerson & Nabatchi, 2015).”

    From Collective action in a polycentric water governance system (2018) · cites this paper as Bryson, Crosby, & Stone, 2006

Cites

Flagged first, then by citations

Cited by

Sorted by citations

Authors
Bryson, J. M., Crosby, B. C., & Stone, M. M.
Affiliations
University of Minnesota (US)
Corresponding author
  • Bryson, John M.
  • Crosby, Barbara C.
  • Stone, Melissa Middleton
ORCID
Venue
Public Administration Review
Publisher
Wiley
Published
2006-11-09
Volume
66
Issue
s1
Pages
44-55
ISSN
  • 0033-3352 (ISSN-L)
  • 1540-6210
DOI
10.1111/j.1540-6210.2006.00665.x
OpenAlex
W2077494655
Cited by
2,403
References
2
Citations by year
2026: 124 · 2025: 164 · 2024: 147 · 2023: 191 · 2022: 175 · 2021: 199 · 2020: 192 · 2019: 163 · 2018: 159 · 2017: 142 · 2016: 134 · 2015: 116 · 2014: 104 · 2013: 101 · 2012: 89
FWCI
75.22
Type
journal article
Language
en
Open access
closed
Licence
onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations
Public Administration Review (publishedVersion)
Topics
  • Social Sciences › Public Administration › Public Policy and Administration Research
  • Health Sciences › Health Professions › General Health Professions › Community Health and Development
  • Social Sciences › Sociology and Political Science › Nonprofit Sector and Volunteering
Keywords
intersectoral collaboration, multi-stakeholder partnerships, collaboration design, collaborative governance, accountability, public problems, community outcomes

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review