Cross-sector collaboration formality: the effects of institutions and organizational leaders
Zachary Bauer,
Khaldoun AbouAssi and
Jocelyn Johnston
Public Management Review, 2022, vol. 24, issue 2, 159-181
Abstract:
This research examines collaboration formality as a function of institutional characteristics of organizations as well as personal characteristics of their leaders, in a non-Western context. Using a dataset of local governments and non-profits in Lebanon, we find organizations characterized by resource insufficiency and large staff size, and whose leaders have experience in the other sector to be motivated to use formal arrangements in cross-sectoral collaboration; those with female leaders opt for informal arrangements. A variety of characteristics of both institutions and their leaders affect formality of collaboration arrangements used by local governments and non-profits; yet, these effects exhibit cross-sector heterogeneity.
Date: 2022
References: Add references at CitEc
Citations:
Downloads: (external link)
http://hdl.handle.net/10.1080/14719037.2020.1798709 (text/html)
Access to full text is restricted to subscribers.
Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.
Export reference: BibTeX
RIS (EndNote, ProCite, RefMan)
HTML/Text
Persistent link: https://EconPapers.repec.org/RePEc:taf:rpxmxx:v:24:y:2022:i:2:p:159-181
Ordering information: This journal article can be ordered from
http://www.tandfonline.com/pricing/journal/rpxm20
DOI: 10.1080/14719037.2020.1798709
Access Statistics for this article
Public Management Review is currently edited by Stephen P. Osborne
More articles in Public Management Review from Taylor & Francis Journals
Bibliographic data for series maintained by Chris Longhurst ().