Managing collaborative processes : common practices, uncommon circumstances
By: WEBER, Edward
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Contributor(s): KHADEMIAN, Anne M.
Material type: 
ArticlePublisher: Thousand Oaks : SAGE, September 2008Administration & Society 40, 5, p. 431-464Abstract: The study of managers in collaborative efforts continues to progress. In this article, the authors investigate the efforts by managers to build and maintain collaborative processes to address complex public problems that vary by policy area (emergency management, environmental regulation, and community renewal), focus on different dimensions of the problem, are prompted by different forms of system breakdown, and generate different collaborative responses. This study investigates whether there are essential characteristics of collaborative capacity building that cut across these three cases, and it is found that the key managers in each case build collaborative problem-solving capacity by adopting a common approach comprising the same six practices
The study of managers in collaborative efforts continues to progress. In this article, the authors investigate the efforts by managers to build and maintain collaborative processes to address complex public problems that vary by policy area (emergency management, environmental regulation, and community renewal), focus on different dimensions of the problem, are prompted by different forms of system breakdown, and generate different collaborative responses. This study investigates whether there are essential characteristics of collaborative capacity building that cut across these three cases, and it is found that the key managers in each case build collaborative problem-solving capacity by adopting a common approach comprising the same six practices
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