Developing collaborative advantage in public sector

Kent Springdal; Martha Mador; Brand Martin

Developing collaborative advantage in public sector

Kent Springdal, Martha Mador, Brand Martin

Faculty of Business and Law

Research output: Chapter in Book/Report/Conference proceeding › Conference contribution › 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
Title of host publication	British Academy of Management
Publication status	Published - 6 Sept 2016

Keywords

Collaborative Advantage
Public Sector
Governance
United Kingdom
NHS Trust
Ambulance Service

Cite this

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