Developing collaborative advantage in public sector

Kent Springdal; Brand Martin; Martha Mador

Developing collaborative advantage in public sector

Kent Springdal, Brand Martin, Martha Mador

Research output: Contribution to conference › Paper › peer-review

Abstract

Public sector organisations collaborate to achieve 'collaborative advantage‘ but practical experience is often 'collaborative inertia‘. Public sector literature has focused on collaborations and not on the participant organisations involved in such collaboration. This paper aims to contribute to filling this gap. An exploratory case study is used for an English ambulance service. Empirical evidence is found that the processes associated with 'alliance management capability‘ identified from private sector research also characterise collaborative capability in the public sector. The role of government leads to differences in the way these processes are enacted, thus, impacting on collaborative capability and either resulting in collaborative advantage or inertia.

Original language	English
Publication status	Published - Sept 2016
Event	British Academy of Management (BAM) Conference 2016: Thriving in Turbulent Times - Newcastle, U.K. Duration: 6 Sept 2016 → 8 Sept 2016

Conference

Conference	British Academy of Management (BAM) Conference 2016: Thriving in Turbulent Times
Period	6/09/16 → 8/09/16

Bibliographical note

Impact: The findings of this paper has been used by the NHS practitioner in improving the quality of intra-organisational collaboration in respective NHS trusts.

Organising Body: British Academy of Management

Keywords

Alliance Management Capability
Ambulance Services
Business and management studies
Collaborative Advantage
Collaborative Capability
Intra-organisational Collaboration
NHS
Public Sector

Cite this

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title = "Developing collaborative advantage in public sector",

abstract = "Public sector organisations collaborate to achieve 'collaborative advantage{\textquoteleft} but practical experience is often 'collaborative inertia{\textquoteleft}. Public sector literature has focused on collaborations and not on the participant organisations involved in such collaboration. This paper aims to contribute to filling this gap. An exploratory case study is used for an English ambulance service. Empirical evidence is found that the processes associated with 'alliance management capability{\textquoteleft} identified from private sector research also characterise collaborative capability in the public sector. The role of government leads to differences in the way these processes are enacted, thus, impacting on collaborative capability and either resulting in collaborative advantage or inertia.",

keywords = "Alliance Management Capability, Ambulance Services, Business and management studies, Collaborative Advantage, Collaborative Capability, Intra-organisational Collaboration, NHS, Public Sector",

author = "Kent Springdal and Brand Martin and Martha Mador",

note = "Impact: The findings of this paper has been used by the NHS practitioner in improving the quality of intra-organisational collaboration in respective NHS trusts. Organising Body: British Academy of Management; British Academy of Management (BAM) Conference 2016: Thriving in Turbulent Times ; Conference date: 06-09-2016 Through 08-09-2016",

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T1 - Developing collaborative advantage in public sector

AU - Springdal, Kent

AU - Martin, Brand

AU - Mador, Martha

N1 - Impact: The findings of this paper has been used by the NHS practitioner in improving the quality of intra-organisational collaboration in respective NHS trusts. Organising Body: British Academy of Management

PY - 2016/9

Y1 - 2016/9

N2 - Public sector organisations collaborate to achieve 'collaborative advantage‘ but practical experience is often 'collaborative inertia‘. Public sector literature has focused on collaborations and not on the participant organisations involved in such collaboration. This paper aims to contribute to filling this gap. An exploratory case study is used for an English ambulance service. Empirical evidence is found that the processes associated with 'alliance management capability‘ identified from private sector research also characterise collaborative capability in the public sector. The role of government leads to differences in the way these processes are enacted, thus, impacting on collaborative capability and either resulting in collaborative advantage or inertia.

AB - Public sector organisations collaborate to achieve 'collaborative advantage‘ but practical experience is often 'collaborative inertia‘. Public sector literature has focused on collaborations and not on the participant organisations involved in such collaboration. This paper aims to contribute to filling this gap. An exploratory case study is used for an English ambulance service. Empirical evidence is found that the processes associated with 'alliance management capability‘ identified from private sector research also characterise collaborative capability in the public sector. The role of government leads to differences in the way these processes are enacted, thus, impacting on collaborative capability and either resulting in collaborative advantage or inertia.

KW - Alliance Management Capability

KW - Ambulance Services

KW - Business and management studies

KW - Collaborative Advantage

KW - Collaborative Capability

KW - Intra-organisational Collaboration

KW - NHS

KW - Public Sector

M3 - Paper

T2 - British Academy of Management (BAM) Conference 2016: Thriving in Turbulent Times

Y2 - 6 September 2016 through 8 September 2016

ER -

Developing collaborative advantage in public sector

Abstract

Conference

Bibliographical note

Keywords

Fingerprint

Cite this