Cross‐sector collaboration: management decision and change model
International Journal of Public Sector Management
Purpose -The purpose of this paper is to examine critically private (for profit), public and not-for-profit sector management strategies with a focus to assess and enhance organizational capacity building through cross-sector collaboration. This topic is considered from both a contemporary and an evolutionary perspective. Design/methodology/approach -This paper is based on research from secondary sources. Findings -This paper identifies barriers to collaboration and measures for effectively
... for effectively creating organizational change to build cross-sector capacity. Research limitations/implications -While considerable literature exists on organizational change, none includes the need for cross-sector collaboration to increase management capability to move beyond current economic, social and market development capacity. This study addresses this gap. Practical implications -The adoption of management practices to understand values across sectors will improve effectiveness of organizations across sectors. These recommendations will also facilitate economic development reform efforts of policy makers. Originality/value -The paper, based on original research, makes a significant contribution to the ability to understand managing in a cross-sector collaborative manner.