Collaboration outcomes in a public sector: impact of governance, leadership, interdependence and relational capital

Shila Devi Ramadass, Murali Sambasivan, John Antony Xavier

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Collaboration between public agencies is critical to address social issues effectively. The main objective of this research was to identify the factors that lead to successful achievement of desired collaboration outcomes that could eventually lead to societal outcomes. The factors identified were: transformational leadership, governance, interdependence, and relational capital. An integrated framework was developed based on collaboration governance framework (CGF) of Ansell and Gash (J Public Adm Res Theory 18:543–571, 2008). The CGF framework has integrated the following four broad variables that are responsible for achieving the desired collaboration outcomes: starting conditions, institutional design, leadership, and collaborative process. The study was conducted in Malaysia by sending questionnaires to 500 officers in various ministries who were involved in planning, formulating, and implementing public policies. The main findings of this study are: (1) transformational leadership influences governance, interdependence, relational capital, and collaboration outcomes; (2) governance has impact on relational capital, interdependence, and collaboration outcomes; (3) relational capital and interdependence result in positive collaboration outcomes; (4) dimensions of governance are inter-related; and (5) interdependence and relational capital are strongly correlated. This research adds significantly to the literature on collaborative governance. The implications and limitations of the study are discussed.

Original languageEnglish
Pages (from-to)1-23
Number of pages23
JournalJournal of Management and Governance
DOIs
Publication statusAccepted/In press - 13 Jan 2018

Fingerprint

Governance
Relational capital
Interdependence
Public sector
Factors
Integrated
Transformational leadership
Social issues
Public agencies
Collaborative process
Malaysia
Planning
Public policy
Institutional design
Questionnaire

Keywords

  • Collaborative governance
  • Interdependence
  • Malaysia
  • Outcomes
  • Public sector
  • Relational capital
  • Success factors
  • Transformational leadership

ASJC Scopus subject areas

  • Business and International Management

Cite this

Collaboration outcomes in a public sector : impact of governance, leadership, interdependence and relational capital. / Ramadass, Shila Devi; Sambasivan, Murali; Xavier, John Antony.

In: Journal of Management and Governance, 13.01.2018, p. 1-23.

Research output: Contribution to journalArticle

@article{6a554318179d4bf9bd2b3ae42398eaca,
title = "Collaboration outcomes in a public sector: impact of governance, leadership, interdependence and relational capital",
abstract = "Collaboration between public agencies is critical to address social issues effectively. The main objective of this research was to identify the factors that lead to successful achievement of desired collaboration outcomes that could eventually lead to societal outcomes. The factors identified were: transformational leadership, governance, interdependence, and relational capital. An integrated framework was developed based on collaboration governance framework (CGF) of Ansell and Gash (J Public Adm Res Theory 18:543–571, 2008). The CGF framework has integrated the following four broad variables that are responsible for achieving the desired collaboration outcomes: starting conditions, institutional design, leadership, and collaborative process. The study was conducted in Malaysia by sending questionnaires to 500 officers in various ministries who were involved in planning, formulating, and implementing public policies. The main findings of this study are: (1) transformational leadership influences governance, interdependence, relational capital, and collaboration outcomes; (2) governance has impact on relational capital, interdependence, and collaboration outcomes; (3) relational capital and interdependence result in positive collaboration outcomes; (4) dimensions of governance are inter-related; and (5) interdependence and relational capital are strongly correlated. This research adds significantly to the literature on collaborative governance. The implications and limitations of the study are discussed.",
keywords = "Collaborative governance, Interdependence, Malaysia, Outcomes, Public sector, Relational capital, Success factors, Transformational leadership",
author = "Ramadass, {Shila Devi} and Murali Sambasivan and Xavier, {John Antony}",
year = "2018",
month = "1",
day = "13",
doi = "10.1007/s10997-018-9401-4",
language = "English",
pages = "1--23",
journal = "Journal of Management and Governance",
issn = "1385-3457",
publisher = "Springer New York",

}

TY - JOUR

T1 - Collaboration outcomes in a public sector

T2 - impact of governance, leadership, interdependence and relational capital

AU - Ramadass, Shila Devi

AU - Sambasivan, Murali

AU - Xavier, John Antony

PY - 2018/1/13

Y1 - 2018/1/13

N2 - Collaboration between public agencies is critical to address social issues effectively. The main objective of this research was to identify the factors that lead to successful achievement of desired collaboration outcomes that could eventually lead to societal outcomes. The factors identified were: transformational leadership, governance, interdependence, and relational capital. An integrated framework was developed based on collaboration governance framework (CGF) of Ansell and Gash (J Public Adm Res Theory 18:543–571, 2008). The CGF framework has integrated the following four broad variables that are responsible for achieving the desired collaboration outcomes: starting conditions, institutional design, leadership, and collaborative process. The study was conducted in Malaysia by sending questionnaires to 500 officers in various ministries who were involved in planning, formulating, and implementing public policies. The main findings of this study are: (1) transformational leadership influences governance, interdependence, relational capital, and collaboration outcomes; (2) governance has impact on relational capital, interdependence, and collaboration outcomes; (3) relational capital and interdependence result in positive collaboration outcomes; (4) dimensions of governance are inter-related; and (5) interdependence and relational capital are strongly correlated. This research adds significantly to the literature on collaborative governance. The implications and limitations of the study are discussed.

AB - Collaboration between public agencies is critical to address social issues effectively. The main objective of this research was to identify the factors that lead to successful achievement of desired collaboration outcomes that could eventually lead to societal outcomes. The factors identified were: transformational leadership, governance, interdependence, and relational capital. An integrated framework was developed based on collaboration governance framework (CGF) of Ansell and Gash (J Public Adm Res Theory 18:543–571, 2008). The CGF framework has integrated the following four broad variables that are responsible for achieving the desired collaboration outcomes: starting conditions, institutional design, leadership, and collaborative process. The study was conducted in Malaysia by sending questionnaires to 500 officers in various ministries who were involved in planning, formulating, and implementing public policies. The main findings of this study are: (1) transformational leadership influences governance, interdependence, relational capital, and collaboration outcomes; (2) governance has impact on relational capital, interdependence, and collaboration outcomes; (3) relational capital and interdependence result in positive collaboration outcomes; (4) dimensions of governance are inter-related; and (5) interdependence and relational capital are strongly correlated. This research adds significantly to the literature on collaborative governance. The implications and limitations of the study are discussed.

KW - Collaborative governance

KW - Interdependence

KW - Malaysia

KW - Outcomes

KW - Public sector

KW - Relational capital

KW - Success factors

KW - Transformational leadership

UR - http://www.scopus.com/inward/record.url?scp=85041850375&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85041850375&partnerID=8YFLogxK

U2 - 10.1007/s10997-018-9401-4

DO - 10.1007/s10997-018-9401-4

M3 - Article

AN - SCOPUS:85041850375

SP - 1

EP - 23

JO - Journal of Management and Governance

JF - Journal of Management and Governance

SN - 1385-3457

ER -