Collaborative behavior and the performance of government agencies

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review

27 Scopus Citations
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Author(s)

  • Andrew B. Whitford
  • Soo-Young Lee
  • Taesik Yun
  • Chan Su Jung

Related Research Unit(s)

Detail(s)

Original languageEnglish
Pages (from-to)321-349
Journal / PublicationInternational Public Management Journal
Volume13
Issue number4
Publication statusPublished - Oct 2010

Abstract

While collaboration among individuals, work groups, and organizations is central for understanding the performance of public agencies, most studies have focused on collaboration between organizations or sectors. We develop a model that focuses on two types of collaborative behavior: between persons (both horizontal and vertical) and between work units. We empirically test our hypotheses using data on work collaboration and perceptions of public agency performance from the United States federal government. We introduce a method for estimating the impact of different types of collaborative behavior that also accounts for nonlinear effects and a dependent variable that takes ordered values. We find that intra-organizational collaborative behavior has a large impact on organizational performance and that horizontal collaborative behavior between workers has the greatest impact among the specific types. © 2010 Taylor & Francis Group, LLC.

Citation Format(s)

Collaborative behavior and the performance of government agencies. / Whitford, Andrew B.; Lee, Soo-Young; Yun, Taesik; Jung, Chan Su.

In: International Public Management Journal, Vol. 13, No. 4, 10.2010, p. 321-349.

Research output: Journal Publications and Reviews (RGC: 21, 22, 62)21_Publication in refereed journalpeer-review