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Cross‐sector collaboration: management decision and change model

Cross‐sector collaboration: management decision and change model Purpose – The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational capacity building through cross‐sector collaboration. This topic is considered from both a contemporary and an evolutionary perspective. Design/methodology/approach – This paper is based on research from secondary sources. Findings – This paper identifies barriers to collaboration and measures for effectively creating organizational change to build cross‐sector capacity. Research limitations/implications – While considerable literature exists on organizational change, none includes the need for cross‐sector collaboration to increase management capability to move beyond current economic, social and market development capacity. This study addresses this gap. Practical implications – The adoption of management practices to understand values across sectors will improve effectiveness of organizations across sectors. These recommendations will also facilitate economic development reform efforts of policy makers. Originality/value – The paper, based on original research, makes a significant contribution to the ability to understand managing in a cross‐sector collaborative manner. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Public Sector Management Emerald Publishing

Cross‐sector collaboration: management decision and change model

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References (47)

Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
0951-3558
DOI
10.1108/09513551311318031
Publisher site
See Article on Publisher Site

Abstract

Purpose – The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational capacity building through cross‐sector collaboration. This topic is considered from both a contemporary and an evolutionary perspective. Design/methodology/approach – This paper is based on research from secondary sources. Findings – This paper identifies barriers to collaboration and measures for effectively creating organizational change to build cross‐sector capacity. Research limitations/implications – While considerable literature exists on organizational change, none includes the need for cross‐sector collaboration to increase management capability to move beyond current economic, social and market development capacity. This study addresses this gap. Practical implications – The adoption of management practices to understand values across sectors will improve effectiveness of organizations across sectors. These recommendations will also facilitate economic development reform efforts of policy makers. Originality/value – The paper, based on original research, makes a significant contribution to the ability to understand managing in a cross‐sector collaborative manner.

Journal

International Journal of Public Sector Management – Emerald Publishing

Published: Feb 22, 2013

Keywords: Values alignment; Collaboration; Public‐private network; Organizational change; Change management

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