Enhancing Inter-Organizational Collaboration On Public Service Innovation In Central Sulawesi Province
Keywords:
Inter-Organizational Collaboration, Public Service Innovation, Central Sulawesi ProvinceAbstract
Inter-organizational collaboration has been reconceptualized as a strategy to make public service innovation more effective and sustainable. Therefore, this study aims to analyze the relationship between inter-organizational collaboration and public innovation in Central Sulawesi Province in Indonesia. A quantitative method was used, and data were analyzed using descriptive statistics and Structural Equation Modeling (SEM) analysis. The results showed that inter-organizational collaboration, consisting of common aims, power, trust, membership structure, and collaborative leadership, positively contributes to public service innovation. In conclusion, inter-organizational collaboration offers benefits and is feasible for implementation to achieve a more efficient and effective innovation within public organizations.
Downloads
References
Aarons, G. A. & Sommerfeld, D. H. (2012). Leadership, Innovation Climate, and Attitudes toward Evidence-Based Practice during a Statewide Implementation,” J Am Acad Child Adolesc Psychiatry, vol. 51, no. 4, doi: 10.1016/j.jaac.2012 .01.018.
Aksoy, L., Alkire, L. Cho, S., Kim, P. B. & Zhang, L. (2019). Social innovation in service: a conceptual framework and research genda, Journal of Service Management, doi: 10.1108/JOSM-11-2018-0376.
Babiak, K. (2007). Determinants of Inter-organizational Relationships: The Case a Canadian Nonprofit Sport Organization, Journal of Sport Management, doi: 10.1123/jsm.21.3.338.
Baggs, J. G. & Schmitt, M. H. (1988). Collaboration between nurses and physicians, Image J Nurs Sch, vol. 20, no. 3, pp. 145–149.
Beech, N. & Huxham, C. (2003). Cycles of Identity Formation in Inter-organizational Collaboration, International Studies of Management & Organization, vol. 33, no. 3, pp. 28–52, doi: 10.1080/00208825.2003.11043686.
Berman, E. (2018). Leadership and Public Sector Reform in Asia. Bingley, UK: Emerald Publishing Limited.
Connelly, D. R. (2007). Leadership in the Collaborative Inter-organizational Domain, International Journal of Public Administration, vol. 30, no. 11, pp. 1231–1262.
Crosby, B. C. & Bryson, J. M. (2005). A leadership framework for cross-sector collaboration, Public Management Review, vol. 7, no. 2, pp. 177–201, doi: 10.1080/14719030500090519.
Cummings, T. G. & Worley, C. G. (2009). Organization Development & Change, 2nd ed. USA: South-Western Cengage Learning.
D’Amour, D., Goulet, L., Labadie, J.-F., Martín-Rodrigue, L. S. & Pineault, R. (2008). A model and typology of collaboration between professionals in healthcare organizations,” BMC Health Service Research, vol. 8, no. 188, pp. 1–14.
Davis, J. P. (2016). The Group Dynamics of Inter-organizational Relationships: Collaborating with Multiple Partners in Innovation Ecosystems, vol. 61, no. 4, pp. 621–661.
Dimaggio, P. J. & Powell, W. W. (1983). The Iron Cage Revisited: Institutional Isomorphism And Collective Rationality In Organizational Fields, American Sociological Review, vol. 48, pp. 147–160.
Dunleavy, P. & Carrera, L. (2013). Growing the Productivity of Government Service. UK: Edward Elgar.
Dodgson, M. (1993). Learning, Trust, and Technological Collaboration, Human Relation, vol. 46, no. 1, pp. 77–95.
Emerson, K. (2018). Collaborative governance of public health in low- and middle-income countries: lessons from research in public administration, BMJ Glob Health, vol. 3, no. Suppl 4, doi: 10.1136/bmjgh-2017-000381.
Faems, D., Looy, B. V. & Debackere, K. (2005). Inter-organizational Collaboration and Innovation: Toward a Portfolio Approach, Journal of Product Innovation Management, vol. 22, no. 3, pp. 238–250, doi: 10.1111/j.0737-6782. 2005. 00120.x.
Fagin, C. M. (1992). Collaboration between nurses and physicians: no longer a choice, Acad Med, vol. 67, no. 5, pp. 295–303.
Gulati, R. (1995). Does Familiarity Breed Trust? The Implications of Repeated Ties for Contractual Choice in Alliances, The Academy of Management Journal, vol. 38, no. 1, pp. 85–112.
Hibbert, P., Huxham, C. & Ring, P. S. (2008). Managing Collaborative Inter-organizational Relations, in The Oxford Handbook of Inter-organizational Relations, 1st ed., UK: Oxford University Press.
Huxham, C. (2003). Theorizing collaboration practice, Public Management Review, vol. 5, no. 3, pp. 401–423, doi: 10.1080/1471903032000146964.
Kożuch, B. & Sienkiewicz-Małyjurek, K. (2015). Key Factors of Inter-Organisational Collaboration in The Public Sector and Their Strength, International Journal of Contemporary Management, vol. 15, no. 3, pp. 123–144.
Kozuch, B. & Sienkiewicz-Malyjurek, K. (2013). Inter-organizational Collaboration as a Source of Innovation in Public Management, in Active Citizenship by Knowledge Management & Innovation: Proceedings of the Management, Knowledge and Learning International Conference ToKnowPress, pp. 245–253.
Krejcie, R.V. & Daryle, W. M. (1970). Ditermining Sample Size for Research Activities, Educational and Psychological Measurment. Vol. 30: 607-610.
Lee, Y. (2018). Exploring the Relationship Between Trust in Government and Citizen Prticipation: What The World Values Survey Tells us About Stealth and Deliberative democracy Assumptions, International Journal of Public Administration, doi: 10.1080/01900692.2018.1465956.
Lee, P., Gillespie, N., Mann, L. & Wearing, A. (2010). Leadership and trust: Their effect on knowledge sharing and team performance, Management Learning, vol. 41, no. 4, pp. 473–491.
Longoria, R. A. (2005). Is Inter-Organizational Collaboration Always a Good Thing?, Journal of Sociology and Social Welfare, vol. XXXII, no. 3, pp. 123–138.
Lowndes, V. & Skelcher, C. (1998). The Dynamics of Multi‐organizational Partnerships: an Analysis of Changing Modes of Governance, Public Administration, vol. 76, pp. 313–333.
Mitchell, S. M. & Shortell, S. M. (2000). The Governance and Management of Effective Community Health Partnerships: A Typology for Research, Policy, and Practice, The Milbank Quarterly, vol. 78, no. 2, pp. 241–289, doi: 10.1111/468-0009.00170.
Mayer, R. C., Davis, J. H., & Schoorman, F. D. (1995). An integrative model of organizational trust,” The Academy of Management Review, vol. 20, no. 3, pp. 709–734,
Maurer, I. (2010). How to build trust in inter-organizational projects: The impact of project staffing and project rewards on the formation of trust, knowledge acquisition and product innovation, International Journal of Project Management, vol. 28, no. 7, pp. 629–637, doi: 10.1016/j.ijproman.11.006.
McAllister, D. J. (1995). Affect- and Cognition-Based Trust as Foundations for Interpersonal Cooperation in Organizations, The Academy of Management Journal, vol. 38, no. 1, pp. 24–59.
Muhl, J. K. (2014). Organizational Trust : Measurement, Impact, and the Role of Management Accountants. Switzerland: Springer.
Molina-Morales, F. X., Martínez-Fernández, M. T. & Torlo, V. J. (2011). The Dark Side of Trust: The Benefits, Costs and Optimal Levels of Trust for Innovation Performance, Long Range Planning, vol. 44, no. 2, pp. 118–133.
Phillips, N., Lawrence, T. B. & Hardy, C. (2000). Inter-organizational Collaboration and the Dynamics of Institutional Fields, Journal of Management Studies, vol. 37, no. 1, doi: 10.1111/1467-6486.00171.
Picazo-Vela, I., Gutiérrez-Martínez, I., Duhamel, F. Luna, D. E. & Luna-Reyes, L. F. (2018). Value of inter-organizational collaboration in digital government projects, Public Management Review, vol. 20, no. 5, pp. 691–708.
Powell, W. W., Koput, K. W. & Smith-Doerr, L. (1996).Inter-organizational Collaboration and the Locus of Innovation: Networks of Learning in Biotechnology, Administrative Science Quarterly, vol. 41, no. 1, pp. 116–145, doi: 10.2307/ 2393988.
Rempel, J. K., Holmes, J. G. & Zanna, M. P. (1985). Trust in close relationships, Journal of Personality and Social Psychology, vol. 49, no. 1, pp. 95–112.
Roberts N. C. & Bradley, R. T. (1991). Stakeholder Collaboration and Innovation: A Study of Public Policy Initiation at the State Level, The Journal of Applied Behavioral Science, vol. 27, no. 2, pp. 209–227.
Selden, S. C., Sowa, J. E. & Sandfort, J. (2006). The Impact of Nonprofit Collaboration in Early Child Care and Education on Management and Program Outcomes, Public Administration Review, vol. 66, no. 3, pp. 412–425, doi: 10.1111/j.1540-6210.2006.00598.x.
Skelcher, C. & Sullivan, H. (2008). Theory-driven approaches to analysing collaborative performance, Public Management Review, vol. 10, no. 6, pp. 751–771.
Skelcher, C. & Smith, S. R. (2015). Theorizing Hybridity: Institutional Logics, Complex Organizations, And Actor Identities: The Case Of Nonprofits,” Public Administration, vol. 93, no. 2, pp. 433–448.
Vangen, S. & Huxham, C. (2010). Introducing the Theory of Collaborative Advantage, The New Public Governance; Emerging Perspectives on the Theory and Practice of Public Governance, United Kingdom: Routledge, Taylor & Francis.
Young, L. & Denize, S. (2008). Competing interests: the challenge to collaboration in the public sector, International Journal of Sociology and Social Policy, vol. 28, no. 1/2, pp. 46–58.
Zhang, X. & Sims, H. P. (2005).Leadership, Collaborative Capital, and Innovation, in Creating Intangible Value (Advances in Interdisciplinary Studies of Work Teams, vol. 11, pp. 211–236, USA: J I Press.
