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INTERAGENCY COLLABORATION IN HUMAN SERVICES: IMPACT OF FORMALIZATION AND INTENSITY ON EFFECTIVENESS
Author(s) -
NYLÉN ULRICA
Publication year - 2007
Publication title -
public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.313
H-Index - 93
eISSN - 1467-9299
pISSN - 0033-3298
DOI - 10.1111/j.1467-9299.2007.00638.x
Subject(s) - formality , intensity (physics) , quality (philosophy) , computer science , knowledge management , business , political science , philosophy , physics , epistemology , quantum mechanics , law
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.