Big Ideas in Collaborative Public Management

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Acknowledgments
Frameshifting: Lateral Thinking for Collaborative Public Management, Lisa Blomgren Bingham
The Paradoxical Nature of Collaboration
Intersectoral Collaboration and the Motivation to Collaborate: Toward an Integrated Theory
Failing into Cross-Sector Collaboration Successfully
Incentivizing Collaborative Performance: Aligning Policy Intent, Design, and Impact
Linking Collaboration Processes and Outcomes: Foundations for Advancing Empirical Theory
Legitimacy Building in Organizational Networks
Managing for Results Across Agencies: Building Collaborative Capacity in the Human Services
Collaboration for Knowledge: Learning from Public Management Networks
Institutional Collective Action and Local Government Collaboration
Outcomes Achieved Through Citizen-Centered Collaborative Public Management
The Space Station and Multinational Collaboration: A Merger of Domestic and Foreign Policy
Legal Frameworks for Collaboration in Governance and Public Management
Learning to Do and Doing to Learn: Teaching Managers to Collaborate in Networks
Index
About the Editors and Contributors
Table of Contents provided by Ingram. All Rights Reserved.

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