The dynamics of multi-organizational partnerships: An analysis of changing modes of governance
The dynamics of multi-organizational partnerships: An analysis of changing modes of governance
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DOI：
10.1111/1467-9299.00103
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发表时间：
1998-06-01
影响因子：
3.5
通讯作者：
Skelcher, C
中科院分区：
文献类型：
--
作者：
Lowndes, V;Skelcher, C
多组织伙伴关系现已成为治理和管理公共项目的重要手段。它们通常涉及企业、社区和非营利机构以及政府机构。伙伴关系经常与竞争性市场和官僚等级制度形成鲜明对比。一旦将作为一种组织形式的伙伴关系与作为一种社会协调或治理模式的网络区分开来，就会揭示出更复杂的现实。来自英国城市复兴合作伙伴关系研究的数据被用来制定一个四阶段的伙伴关系生命周期：伙伴关系前的合作；建立伙伴关系；合作伙伴计划交付；和合伙关系终止。不同的治理网络、市场或层级模式在每个阶段占主导地位。将组织形式与治理模式分开可以更丰富地理解多组织活动，并为理论和实践的发展提供基础。伙伴关系面临的主要挑战在于管理不同治理模式的相互作用，这在某些方面会产生竞争，在其他方面会产生合作。
Multi-organizational partnerships are now an important means of governing and managing public programmes. They typically involve business, community and not-for-profit agencies alongside government bodies. Partnerships are frequently contrasted with competitive markets and bureaucratic hierarchies. A more complex reality is revealed once partnerships as an organizational form are distinguished from networks as a mode of social co-ordination or governance. Data from studies of UK urban regeneration partnerships are used to develop a four-stage partnership life cycle: pre-partnership collaboration; partnership creation; partnership programme delivery; and partnership termination. A different mode of governance network, market or hierarchy - predominates at each stage. Separating organizational form from mode of governance enables a richer understanding of multiorganizational activity and provides the basis from which theory and practice can be developed. The key challenge for partnerships lies in managing the interaction of different modes of governance, which at some points will generate competition and at other points collaboration.