MANAGING COLLABORATIVE PERFORMANCE: Changing the Boundaries of the State?

Abstract

The public manager's most formidable challenges are clearly those related to working outside of the home organization in collaborative settings. The prevalence of networking activity means that the administrator must not only manage within the agency structure but also reach out to involve a host of other governments and nongovernmental organizations because the technical and political demands of today's problems, not to speak of the resources, in large part lie outside the government administrator's agency. To approach solutions to today's problems reasonably, one must extend the boundaries of the agency and thus the governmental jurisdiction, working together with others toward solutions. In this era of public performance, agencies are also expected to achieve results. The problem is that agency performance depends on the engagement and actions of organizations external to the government. How can performance amid government-nongovernment collaboration be promoted and enhanced? This paper explores these ...

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