Developing collaborative advantage in public sector

Kent Springdal, Martha Mador, Brand Martin

Research output: Chapter in Book/Report/Conference proceedingConference contributionpeer-review


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 languageEnglish
Title of host publicationBritish Academy of Management
Publication statusPublished - 6 Sept 2016


  • Collaborative Advantage
  • Public Sector
  • Governance
  • United Kingdom
  • NHS Trust
  • Ambulance Service

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