000			01413naa a2200193uu 4500
001			0071915401637
003			OSt
005			20190211173503.0
008			100719s2008 xx ||||gr |0|| 0 eng d
100	1		_aWEBER, Edward _941667
245	1	0	_aManaging collaborative processes : _bcommon practices, uncommon circumstances
260			_aThousand Oaks : _bSAGE, _cSeptember 2008
520	3		_aThe 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
700	1		_aKHADEMIAN, Anne M. _920381
773	0	8	_tAdministration & Society _g40, 5, p. 431-464 _dThousand Oaks : SAGE, September 2008 _xISSN 00953997 _w
942			_cS
998			_a20100719 _b1540^b _cDaiane
998			_a20100805 _b1522^b _cCarolina
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c35106 _d35106
041			_aeng