TY - JOUR
T1 - Assessing and explaining interagency collaboration performance
T2 - a comparative case study of local governments in China
AU - Mu, Rui
AU - de Jong, Martin
AU - Koppenjan, Joop
PY - 2018
Y1 - 2018
N2 - This study assesses and explains interagency collaboration performance in the Chinese public sector. Through a comparative case study, it shows that inter-organizational relation is hard to start up; conflicting policies, incompatible procedures, power disparity, low issue salience, and lack of perceived interdependence may separately and jointly affect collaboration performance. The presence of vertical meta-governance plays a critical role in turning the tide; however, its presence is tied up with other factors such as high issue salience or bottom-up appeal. In addition, the highest level of performance not only depends on vertical meta-governance but also on horizontal meta-governance.
AB - This study assesses and explains interagency collaboration performance in the Chinese public sector. Through a comparative case study, it shows that inter-organizational relation is hard to start up; conflicting policies, incompatible procedures, power disparity, low issue salience, and lack of perceived interdependence may separately and jointly affect collaboration performance. The presence of vertical meta-governance plays a critical role in turning the tide; however, its presence is tied up with other factors such as high issue salience or bottom-up appeal. In addition, the highest level of performance not only depends on vertical meta-governance but also on horizontal meta-governance.
KW - China
KW - collaboration performance
KW - cooperation
KW - coordination
KW - Interagency collaboration
UR - http://www.scopus.com/inward/record.url?scp=85052115937&partnerID=8YFLogxK
U2 - 10.1080/14719037.2018.1508607
DO - 10.1080/14719037.2018.1508607
M3 - Article
AN - SCOPUS:85052115937
SN - 1471-9037
JO - Public Management Review
JF - Public Management Review
ER -