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Frustrations in Collaborative Working

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  • Clare Rigg
  • Noreen O'Mahony

Abstract

Qualitative evidence from an action research study is used to address the research question ‘how can institutional context help explain frustrations within local collaborations?’ This study of multi-agency collaboration for local economic strategy in Ireland finds that individual and organization actions at a local level are substantially shaped along paths structured by funding and performance management arrangements of multiple central government departments. The article concludes that any calls for greater collaboration at a local level will produce limited effects without a simultaneous scrutiny of cross-boundary working at the centre.

Suggested Citation

  • Clare Rigg & Noreen O'Mahony, 2013. "Frustrations in Collaborative Working," Public Management Review, Taylor & Francis Journals, vol. 15(1), pages 83-108, January.
    • Handle: RePEc:taf:pubmgr:v:15:y:2013:i:1:p:83-108
    DOI: 10.1080/14719037.2012.686231
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    References listed on IDEAS

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    1. Special Group on Public Service Numbers & Colm McCarthy & Donal McNally & Pat McLaughlin & Maurice O'Connell & William Slattery & Mary Walsh, 2009. "Report of the Special Group on Public Service Numbers and Expenditure Programmes," Open Access publications 10197/1257, School of Economics, University College Dublin.
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    Cited by:

    1. Koen PR Bartels, 2018. "Collaborative dynamics in street level work: Working in and with communities to improve relationships and reduce deprivation," Environment and Planning C, , vol. 36(7), pages 1319-1337, November.
    2. Carey Doberstein, 2016. "Designing Collaborative Governance Decision-Making in Search of a ‘Collaborative Advantage’," Public Management Review, Taylor & Francis Journals, vol. 18(6), pages 819-841, July.

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