Organizations representing the nonprofit, public, and private sectors often collaborate to enhance capacities while addressing complex, interconnected problems. Using the framework of Bryson, Crosby, and Stone, processes used to support successful collaboration are explored empirically through a multiple sector arrangement involving 15 nonprofit, public, and private organizations. Findings are offered to augment the framework to incorporate organizational interests and leveraging resources. Implications for the study and practice of public management are discussed.
©2012 Walter de Gruyter GmbH & Co. KG, Berlin/Boston
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