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Interagency collaboration in human services: Impact of formalization and intensity on effectiveness
Umeå University, Faculty of Social Sciences, Umeå School of Business.
2007 (English)In: Public Administration, ISSN 0033-3298, E-ISSN 1467-9299, Vol. 85, no 1, 143-166 p.Article in journal (Refereed) Published
Abstract [en]

Interagency collaboration in human services production, it has been claimed, contributes to improved quality and/or reduced costs, but previous research on effectiveness from collaboration has failed to recognize that collaboration could be arranged in a multitude of ways. This paper investigates the effectiveness consequences of alternative collaboration arrangements. From a literature review, the degree of formalization and intensity, respectively, stand out as major aspects of collaboration. The impact on effectiveness from intensity and formalization was investigated through an explorative case study of collaboration projects in Sweden. Results suggest that the particular combination of formalization and intensity determines the impact on effectiveness. Combining low intensity with medium high formalization into ‘an assignments reallocation strategy’ of collaboration appears to have modest impact, whereas medium high intensity in combination with low formality, that is, ‘a commitment-based networking strategy’, has a high potential to increase effectiveness. High intensity in combination with high formalization produces ‘a formalized team-building strategy’, which is simultaneously promising and risky.

Place, publisher, year, edition, pages
John Wiley & Sons, Inc. , 2007. Vol. 85, no 1, 143-166 p.
URN: urn:nbn:se:umu:diva-11802DOI: 10.1111/j.1467-9299.2007.00638.xOAI: diva2:151473
Available from: 2007-03-12 Created: 2007-03-12 Last updated: 2010-10-26Bibliographically approved

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