Are There Managerial Practices Associated with Service Delivery Collaboration Success?: Evidence from British Crime and Disorder Reduction Partnerships
Little empirical work exists measuring if interagency collaborations delivering public services produce better outcomes, and none looking inside the black box at collaboration management practices. We examine whether there are collaboration management practices associated with improved performance of Crime and Disorder Reduction Partnerships, a crossagency collaboration in England and Wales. These exist in every local authority in England and Wales, so there are enough of them to permit quantitative analysis. And their aim is crime reduction, and crime data over time are available, allowing actual results (rather than perceptions or self-reports) to be analyzed longitudinally. We find that there are management practices associated with greater success at reducing crime, mostly exhibited through interaction effects such that the practice in question is effective in some circumstances but not others. Our findings support the arguments of those arguing that effective management of collaborations is associated with tools for managing any organization, not ones unique to managing collaborations: if you want to be a good collaboration manager, you should be a good manager, period.
|Date of creation:||2011|
|Date of revision:|
|Publication status:||Published in HKS Faculty Research Working Paper Series|
|Contact details of provider:|| Postal: 79 JFK Street, Cambridge, MA 02138|
Web page: http://www.hks.harvard.edu/
More information through EDIRC
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- Janet A. Weiss, 1987. "Pathways to cooperation among public agencies," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 7(1), pages 94-117.
- Edward L. Glaeser & David I. Laibson & José A. Scheinkman & Christine L. Soutter, 2000.
The Quarterly Journal of Economics,
Oxford University Press, vol. 115(3), pages 811-846.
When requesting a correction, please mention this item's handle: RePEc:hrv:hksfac:4723208. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Office for Scholarly Communication)
If references are entirely missing, you can add them using this form.