Doctor of Philosophy, The Ohio State University, 2022, Public Policy and Management
There is an increasing reliance on cross-sectoral collaboration between public, nonprofit, and for- profit organizations. These collaborative arrangements form in order to address the complexity and magnitude of public issues and the increasing diversity and scale of service user needs on each type of organization (Head & Alford, 2015; Kettl, 2006). These “wicked problems” surpass the capacity, resources, and jurisdiction of any single organization, sector, or policy to appropriately resolve (Head & Alford, 2015; Lasker & Weiss, 2003; Rittel & Weber, 1973; Weber & Khademian, 2008b). This has necessitated a shift towards cross-sector collaborations which are “increasingly recognized as not only a reality but also a necessary condition” (Cheng, 2019, p. 238) for addressing the complex, diverse, and interrelated problems (Bryson, Crosby, & Stone, 2006; Bunger et al., 2017; Chen, 2010).
As human service organizations (HSOs) provide various services to diverse populations with numerous, interrelated, and complex needs, and because they operate in a decentralized administrative and fragmented service environment with turbulent conditions due to changing economic, political, sociodemographic factors (Bunger et al., 2017; Graaf et al., 2016; Hasenfeld & Schmid, 1989; Mosley & Smith, 2018), they are natural candidates for collaboration. HSOs increasingly rely on contractual arrangements with nonprofit and for-profit organizations to meet service needs. This requires the inclusion of organizational members to manage and implement the collaborative and contractual processes both within their organizations and across other organizations. Despite the increasing interest and need of these cross-sector partnerships (Almog-Bar & Schmid, 2018), there is limited research examining the factors that impact successful collaborative outcomes and the processes that support and sustain these collaborative arrangements (Cheng, 2019; Gazley, 2017). Specifically, there is a need to improve (open full item for complete abstract)
Committee: Amanda Girth (Advisor)
Subjects: Management; Public Administration; Public Policy