Catch 22s in Collaborative Governance? Managing the Performance of Networked Efforts to Fight Organized Crime
article
The emerging literature on collaborative performance management suggests that networked efforts typically face three types of challenges: substantive problem-solving challenges, collaborative process challenges and multi-relational accountability challenges.
To investigate the nature and underlying reasons for these challenges, as well as possible responses to them, researchers immersed eight inter-agency collaborations in the Netherlands in an 18-month development trajectory, as they sought to tackle particular problems of organized crime.
Collaborators’ behavioral responses were analyzed, revealing that a set of paradoxical requirements imposed on collaborators underlay the challenges identified in the literature. For example, to innovate as a group, collaborators had to draw on traditional organizational strengths. Collaborations differed markedly in their responses to the paradoxical requirements and in their abilities to move forward despite ambiguity. This finding contributes to the building of more robust governance models and suggests a way forward for future research on collaborative performance management interventions.
To investigate the nature and underlying reasons for these challenges, as well as possible responses to them, researchers immersed eight inter-agency collaborations in the Netherlands in an 18-month development trajectory, as they sought to tackle particular problems of organized crime.
Collaborators’ behavioral responses were analyzed, revealing that a set of paradoxical requirements imposed on collaborators underlay the challenges identified in the literature. For example, to innovate as a group, collaborators had to draw on traditional organizational strengths. Collaborations differed markedly in their responses to the paradoxical requirements and in their abilities to move forward despite ambiguity. This finding contributes to the building of more robust governance models and suggests a way forward for future research on collaborative performance management interventions.
TNO Identifier
861919
Source
TiREG, Working Paper Series no.27(june)
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