Citations (22)
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Read on this site (11)
Maike Rackwitz. (2023) Fraught with tension? A machine-learning approach to termination traits of public corporations in English and German local governments. Public Management Review 0:0, pages 1-27.
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Madeleine Pill. (2022) Neighbourhood collaboration in co-production: state-resourced responsiveness or state-retrenched responsibilisation?. Policy Studies 43:5, pages 984-1000.
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Annika Agger & Anne Tortzen. (2022) ‘Co-production on the inside’ – public professionals negotiating interaction between municipal actors and local citizens. Local Government Studies 0:0, pages 1-20.
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Catherine Althaus, Lisa Carson, Helen Sullivan & Brigid van Wanrooy. (2021) Research and education in public sector practice: a systems approach to understanding policy impact. Policy Design and Practice 4:3, pages 309-322.
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Ian Mell & Sarah Clement. (2020) Progressing Green Infrastructure planning: understanding its scalar, temporal, geo-spatial and disciplinary evolution. Impact Assessment and Project Appraisal 38:6, pages 449-463.
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Sarah Clement, Angela Guerrero Gonzalez & Carina Wyborn. (2020) Understanding Effectiveness in its Broader Context: Assessing Case Study Methodologies for Evaluating Collaborative Conservation Governance. Society & Natural Resources 33:4, pages 462-483.
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Hayley Henderson, Helen Sullivan & Brendan Gleeson. (2020) Variations on a collaborative theme: Conservatism, pluralism, and place-based urban policy in Central Dandenong, Melbourne. Journal of Urban Affairs 42:1, pages 125-142.
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David Noble, Michael B. Charles, Robyn Keast & Robbert Kivits. (2019) Desperately seeking innovation nirvana: Australia’s cooperative research centres. Policy Design and Practice 2:1, pages 15-34.
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Janet Diamond & Siv Vangen. (2017) Coping with austerity: innovation via collaboration or retreat to the known?. Public Money & Management 37:1, pages 47-54.
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Catherine M. Walker & John W. Hayton. (2017) Navigating austerity: balancing ‘desirability with viability’ in a third sector disability sports organisation. European Sport Management Quarterly 17:1, pages 98-116.
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Rob Wilson, Paul Jackson & Martin Ferguson. (2016) Editorial: Science or alchemy in collaborative public service? Challenges and future directions for the management and organization of joined-up government. Public Money & Management 36:1, pages 1-4.
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Articles from other publishers (11)
Melissa E. Flye, Carly C. Sponarski, Bridie McGreavy & Joseph D. Zydlewski. (2023) Leading the charge: A qualitative case-study of leadership conditions in collaborative environmental governance structures. Journal of Environmental Management 348, pages 119203.
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Ross Millar, Justin Avery Aunger, Anne Marie Rafferty, Joanne Greenhalgh, Russell Mannion, Hugh McLeod & Deborah Faulks. (2023) Towards achieving interorganisational collaboration between health-care providers: a realist evidence synthesis. Health and Social Care Delivery Research, pages 1-130.
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Gerhard Hammerschmid, Enora Palaric, Maike Rackwitz & Kai Wegrich. (2023) A shift in paradigm? Collaborative public administration in the context of national digitalization strategies. Governance.
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Emily Lau. (2022) Girls who learn to serve: an ethnography exploring the gendered experience of school-based volunteering. Voluntary Sector Review 13:1, pages 97-115.
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AJ George & Julie‐Anne Tarr. (2021) Addressing Australia's collaboration ‘problem’: Is there a Brave New World of innovation policy post COVID‐19?. Australian Journal of Public Administration 80:2, pages 179-200.
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Ruth Dixon & Thomas Elston. (2020) Efficiency and legitimacy in collaborative public management: Mapping inter‐local agreements in England using social network analysis. Public Administration 98:3, pages 746-767.
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Helen Dickinson. (2014) Making a reality of integration: less science, more craft and graft. Journal of Integrated Care 22:5/6, pages 189-196.
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Jenny M Lewis, Janine O'Flynn & Helen Sullivan. (2014) Accountability: To Whom, in Relation to What, and Why?. Australian Journal of Public Administration 73:4, pages 401-407.
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HELEN DICKINSON & HELEN SULLIVAN. (2014) TOWARDS A GENERAL THEORY OF COLLABORATIVE PERFORMANCE: THE IMPORTANCE OF EFFICACY AND AGENCY. Public Administration 92:1, pages 161-177.
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