When the going gets tough, the goal-committed get going: overcoming the transaction costs of inter-agency collaborative governance

ABSTRACT

Collaborative governance, despite being a fraught endeavour, is sometimes the only option for addressing cross-agency problems. From 2012 to 2017, the New Zealand government’s flagship programme was an inter-agency collaborative governance regime focussed on achieving outcome targets. An earlier study attributed the programme’s success to sociotechnical features that reduced ‘transaction costs’. A subsequent study found this inconsistent with an emic (insider) perspective from public managers. Goal commitment was presented as an alternative, underexplored explanation for success despite high transaction costs. The two explanations are reconciled by Identifying common design features that contribute to successful inter-agency collaborative governance.

KEYWORDS:

• Inter-Agency
• collaboration
• governance
• goal commitment

Disclosure statement

No potential conflict of interest was reported by the author(s).

Correction Statement

This article has been republished with minor changes. These changes do not impact the academic content of the article.

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Notes on contributors

Rodney James Scott

Rodney James Scott is an adjunct faculty member of the UNSW Business School. His current research interests include public service motivation, public service ethics, governance, institutional memory, performance management, interagency collaboration and social identity.

Eleanor R. K. Merton

Eleanor R. K. Merton’s research interests include interagency collaboration, governance, performance management, institutional memory, social identity, public service motivation, public service ethics and non-Western public administration.