Assessing and explaining interagency collaboration performance: a comparative case study of local governments in China

Rui Mu, Martin de Jong, Joop Koppenjan

Research output: Contribution to journalArticleScientificpeer-review

12 Citations (Scopus)

Abstract

This study assesses and explains interagency collaboration performance in the Chinese public sector. Through a comparative case study, it shows that inter-organizational relation is hard to start up; conflicting policies, incompatible procedures, power disparity, low issue salience, and lack of perceived interdependence may separately and jointly affect collaboration performance. The presence of vertical meta-governance plays a critical role in turning the tide; however, its presence is tied up with other factors such as high issue salience or bottom-up appeal. In addition, the highest level of performance not only depends on vertical meta-governance but also on horizontal meta-governance.

Original languageEnglish
JournalPublic Management Review
DOIs
Publication statusPublished - 2018

Keywords

  • China
  • collaboration performance
  • cooperation
  • coordination
  • Interagency collaboration

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