Cross‐sector collaboration: management decision and change model
International Journal of Public Sector Management
ISSN: 0951-3558
Article publication date: 22 February 2013
Abstract
Purpose
The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational capacity building through cross‐sector collaboration. This topic is considered from both a contemporary and an evolutionary perspective.
Design/methodology/approach
This paper is based on research from secondary sources.
Findings
This paper identifies barriers to collaboration and measures for effectively creating organizational change to build cross‐sector capacity.
Research limitations/implications
While considerable literature exists on organizational change, none includes the need for cross‐sector collaboration to increase management capability to move beyond current economic, social and market development capacity. This study addresses this gap.
Practical implications
The adoption of management practices to understand values across sectors will improve effectiveness of organizations across sectors. These recommendations will also facilitate economic development reform efforts of policy makers.
Originality/value
The paper, based on original research, makes a significant contribution to the ability to understand managing in a cross‐sector collaborative manner.
Keywords
Citation
Erakovich, R. and Anderson, T. (2013), "Cross‐sector collaboration: management decision and change model", International Journal of Public Sector Management, Vol. 26 No. 2, pp. 163-173. https://doi.org/10.1108/09513551311318031
Publisher
:Emerald Group Publishing Limited
Copyright © 2013, Emerald Group Publishing Limited