The Dynamics of Multi‐organizational Partnerships: an Analysis of Changing Modes of Governance

TLDR

Multi‑organizational partnerships, involving business, community, not‑for‑profit, and government agencies, are increasingly used to govern public programmes and are often contrasted with competitive markets and bureaucratic hierarchies, yet their effectiveness depends on distinguishing partnership form from network, market, or hierarchical modes of governance and managing the resulting competition and collaboration. The study develops a four‑stage partnership life cycle—pre‑partnership collaboration, partnership creation, partnership programme delivery, and partnership termination—using data from UK urban regeneration partnerships. The life cycle is characterized by a different predominant mode of governance—network, market, or hierarchy—at each stage. Separating organizational form from mode of governance yields a richer understanding of multi‑organizational activity and provides a foundation for theory and practice.

Abstract

Multi‐organizational partnerships are now an important means of governing and managing public programmes. They typically involve business, community and not‐for‐profit agencies alongside government bodies. Partnerships are frequently contrasted with competitive markets and bureaucratic hierarchies. A more complex reality is revealed once partnerships as an organizational form are distinguished from networks as a mode of social co‐ordination or governance. Data from studies of UK urban regeneration partnerships are used to develop a four‐stage partnership life cycle: pre‐partnership collaboration; partnership creation; partnership programme delivery; and partnership termination. A different mode of governance ‐ network, market or hierarchy ‐ predominates at each stage. Separating organizational form from mode of governance enables a richer understanding of multi‐organizational activity and provides the basis from which theory and practice can be developed. The key challenge for partnerships lies in managing the interaction of different modes of governance, which at some points will generate competition and at other points collaboration.