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Collaboration and Performance: Perspectives From Public Managers and NGO Leaders

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References

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2002The NGO Scramble: Organizational Insecurity and the Political Economy of Transnational Action998 cited

Cited by

2019Paradoxical leadership in public sector organisations: Its role in fostering employee resilience145 cited
2017Managing Crises Collaboratively: Prospects and Problems—A Systematic Literature Review140 cited
2018Efficiency, Incentives, and Transformational Leadership: Understanding Collaboration Preferences in the Public Sector60 cited
2019How to foster collaborative performance management? Key factors in the US federal agencies42 cited
2019The Perfect Amount of Help: An Examination of the Relationship Between Capacity and Collaboration in Urban Energy and Climate Initiatives38 cited
2020Problem Severity, Collaborative Stage, and Partner Selection in US Cities38 cited
2022The Impact of Boundary Spanning by Public Managers on Collaboration and Infrastructure Project Performance36 cited
2017Cultural Fragmentation as a Barrier to Interagency Collaboration: A Qualitative Examination of Texas Law Enforcement Officers’ Perceptions33 cited
2018The Nexus of Public and Nonprofit Management32 cited
2016Mandates to Coordinate: The Case of the Southern Nevada Public Lands Management Act23 cited
2023Role perceptions, collaboration and performance: insights from identity theory22 cited
2016The Formation of Transnational Knowledge Networks on Social Media19 cited
2021Retrofitting Collaboration into the New Public Management17 cited
2023A recipe for success? The importance of perceptions of goal agreement in cross‐sector collaboration15 cited
2021Building people up: Growth‐oriented leadership in the public sector11 cited
2022Partnership building between NGOs and Indonesian local governments: a case study of integrative leadership immersing itself in innovativeness9 cited