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Governance network managers are charged with triggering and sustaining collaborative dynamics, but often struggle to do so because they come from and interact with hierarchical and competitive organizations and systems. Thus, an important step toward effectively managing governance networks is to clarify collaborative dynamics. While the recently proposed collaborative governance regime (CGR) model provides a good start, it lacks both the conceptual clarity and parsimony needed in a useful analytical tool. This theoretical chapter uses the logic model framework to assess and reorganize the CGR model and then amends it using Follett’s theory of integrative process to provide a parsimonious understanding of collaborative dynamics, as opposed to authoritative coordination or negotiated cooperation. Uniquely, Follett draws from political and organizational theory practically grounded in the study of civic and business groups to frame the manner in which integrative process permeates collaboration. We argue that the disposition, style of relating, and mode of association in her integrative method foster collaborative dynamics while avoiding the counterproductive characteristics of hierarchy and competition. We develop an alternative logic model for studying collaborative dynamics that clarifies and defines these dynamics for future operationalization and empirical study.

This study investigates how organizations in Brazil address sustainability concerns through collaborative governance efforts with strategic stakeholders. Organizations from New Zealand were considered as benchmarks for comparison.

This study is based on a qualitative exploratory research, supported by semistructured interviews. Ten organizations are interviewed, five from each country. Thematic analysis is used to analyze the interview data. Central management practices adopted by organizations are presented, and the goals, benefits, and limitations associated with collaborative initiatives are investigated.

The findings reveal that organizations in Brazil and in New Zealand are employing similar management and sustainability practices. Companies in both countries observe that collaborative efforts with strategic stakeholders improve their ability to meet market demands and jointly develop innovative solutions toward sustainability goals while exchanging knowledge and enhancing their operational effectiveness. Organizations perceive a number of tangible and nontangible value creation outcomes from sustainability practices, such as brand and reputational gains, improved supply chain management, and risk management attainments. The results also present limitations, such as internal limitations of organizations concerning how their executives and general staff incorporate sustainability issues into their organizations’ strategic planning and operational decisions.

Market pressures toward greener and more responsible operations equally affected organizations in both countries, without differentiation in operation between an emerging country such as Brazil and a developed country such as New Zealand. Directions for future research are presented. These are based on how organizations measure sustainability outcomes of management practices and collaborative alliances, and how organizations map upcoming market demands and opportunities to deliver more value to society as the sustainable development debate continues to evolve.

Cross sector collaboration, particularly the use of Multi-Sectorial Partnerships, has recently developed as a crucial element of efforts to deliver and improve public service outcomes across developing countries. Yet for collaborations initiated to respond to emergencies, these have to cope with both a fluid problem and the context of operation. We utilise a literature grounded framework and draw on publicly accessible data on the empirical case study of the National COVID-19 Task Force (NTF) in Uganda to discern important considerations for effective governance of cross-sector initiatives in emergencies. Based on the analysis, we argue that a careful mix of considerations in the structures, processes and actors realms enable collaborative initiatives to remain effective in a continually evolving and wide scale response in emergency contexts. We specifically underscore the primacy of the adoption of whole-of-government approach, cascading of identical collaboration structures to lower levels of government, adoption of a unified communication strategy, participatory resource mobilisation and active involvement of initiative's champions. We have reinforced the enduring relevance of cross-sector initiatives for addressing wicked problems, foreshadowed ingredients for more agile partnerships and mainstreamed the consideration of evolving context in the collaboration discourse.

This chapter considers the commitment of gender equality at universities and how it is expressed and measured via a gender equality scorecard. The Gender Equality Scorecard is seen as an accountability measure that seeks to build awareness of the magnitude of the problem (if it exists), interpret the meaning of the (in)equities, and move to action. It is regarded as a supportive mechanism to the development and implementation of a Gender Policy as articulated in The UWI Strategic Plan, 2012–2017. The development of a Scorecard is also seen as an example of collaborative governance in action that fosters engagement, commitment, and action across an institution. The proposed model draws upon the experiences of the Gender Equity Scorecards used by international development agencies and other higher educational institutions. The chapter proposes a framework and methodology using staff and student data from The University of the West Indies for the period 1990–1991 to 2011–2012 to build a Gender Scorecard. Finally, the Scorecard is seen as a tool to track performance related to the creation and enhancement of relevant structures and processes to institutionalize gender equality into the functions, operations, and governance of institutions.

This chapter concentrates on metropolitan governance, the use of projects (or ‘projectification’) in public administration and the development of metropolitan forms of citizen participation. The analysis is based on a case study from the Helsinki Metropolitan Area – a multi-actor policy programme called the Urban Programme, which included a specific participatory project named Citizen Channel. According to the analysis, the Urban Programme was a way to create consensus and collaboration between the municipalities of the area, whereas the Citizen Channel project created a ‘toolbox’ for metropolitan citizen participation. However, the relation between programme- and project-based development and municipal administration, especially the implementation of the results of short-term projects in permanent administration proved difficult. From the perspective of metropolitan ruralities, four kinds of conclusions are emphasised: the complexity and conflictuality of the issue of metropolitan governance; the use of relatively similar programmes and projects as policy tools both in urban and rural contexts; the ‘metropolitan dimension of everyday life’ of the inhabitants and its relation to municipal administrative cultures as well as the birth and strengthening of new actors such as local NGOs in projects. The originality of this chapter is to combine the frameworks of metropolitan governance, projectification and the development of citizen participation in an empirical study and to reflect them to the ‘metropolitan ruralities’ research.

Public administration has struggled to develop effective practices for fostering just and sustainable responses to social, economic, and environmental crises. In this chapter, we argue that radically democratic social movements demonstrate the potential the ideal-type of Integrative Governance holds for achieving the collaborative advantage that has remained elusive to those who study and utilize traditional governance networks. Drawing from myriad studies of social movements, we demonstrate how particular social movements prefigure the philosophy and practices of this approach. Herein we focus on movements’ ethical stance of Stewardship, politics of Radical Democracy, epistemological use of Integral Knowing, and administrative practice of Facilitative Coordination, emphasizing how they use information communication technology and one-to-one organizing tactics. These practices enable social movements to integrate across the domains of sustainability and translate radically democratic modes of association from micro- to macro-scale. Thus, they shift attention from network structures, the main focus of the governance literature, to power dynamics. These movements constitute an interconnected global phenomenon, fostering solidarity across difference and prefiguring a transformation of the global political economy. Therefore, they are nascent exemplars of Integrative Governance, a more just and effective approach to global governance.

This chapter looks at how Goal 17 on partnerships can be a lever of change. It discusses the partnership approach to achieving the SDGs and unravels the key functions of networks and partnerships, such as knowledge sharing, coordination, and collaborative governance. It carefully explains why we need to shift the focus of the global debate from collaborative governance to the cocreation of public value outcomes. It then provides a schematic account of the different steps in the process of cocreating outcomes, which include initiation, design, implementation, and evaluation. Finally, the chapter identifies the key merits of cocreation and looks its dark side straight in the eye.

Climate change poses serious challenges to existing ecosystem governance systems due to the emerging issues that it presents. The chapter discusses two main characteristics of ecosystem governance (i.e., adaptive and collaborative) in the context of a changing climate. It examines the issues to be addressed in the review of governance systems such as ecosystem degradation, adaptation to climate change, and institutionalization of governance structures. It reiterates the importance of considering the consequences of climate change to the ecosystem, economy, and human well-being toward better ecosystem governance.

Information communication technologies can serve as a crucial missing link toward tacking wicked problems of social welfare policy implementation through collaborative governance. Using a mixed methods approach, a pre- and postanalyses were used to investigate whether and how cell phones can increase awareness of pregnant women about different cash and service benefits of maternal health benefit policies of 82 pregnant women in a remote tribal community in Melghat forest of Maharashtra, India. Pregnant women received customized prerecorded bilingual audio calls on their mobile phones about maternal health benefit policies. The author then traced whether those audio messages increased the claiming of policy benefits and public engagement. The key contribution of this research is that contrary to the optimism about digital governance, findings suggest that cell phones are not a “silver bullet” for increasing receipt of maternal health benefits. This book chapter concludes with the prescription that the impact of mobile phones and other information technologies will be marginal as long as there are administrative deficiencies in policy implementation and a misalignment in state and federal policy designs.