This chapter compares the literature on public and private sector collaboration and considers the implications for success in collaborative relationships between the sectors. It highlights key comparative drivers of intent for both types of organization, explores the relationship between them, and proposes a framework for primary investigation based on the relationship between the key areas of competitive positioning and level of risk. A case study analysis of two complex strategic partnership initiatives in Wales,1 both involving collaboration between local health boards, local authorities, health trusts and other statutory, voluntary and private sector stakeholders is then used to illustrate the complexity of successfully managing relationships in this context.
Stiles, J. and Williams, P. (2004), "THE IMPACT OF COLLABORATIVE MOTIVATION ON COMPLEX MULTI-AGENCY PARTNERSHIPS: A CASE STUDY OF THE UNITED KINGDOM", Beyerlein, M., Johnson, D. and Beyerlein, S. (Ed.) Complex Collaboration: Building the Capabilities for Working Across Boundaries (Advances in Interdisciplinary Studies of Work Teams, Vol. 10), Emerald Group Publishing Limited, Bingley, pp. 83-108. https://doi.org/10.1016/S1572-0977(04)10004-6Download as .RIS
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