Theorizing collaboration practice

By C. Huxham. 2003

578 citations recorded by the source corpus.

Subfields: Clinical Psychology, Experimental and Cognitive Psychology, General Health Professions

View Paper: https://www.semanticscholar.org/paper/0cb01f2f781d3d547a582c36c7e785000e58bca7

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Clinical Psychology

1. Allan Best
2. J. Bryson
3. Michael Mcguire
4. Bev J. Holmes
5. C. Silvia
6. B. Crosby

In Experimental and Cognitive Psychology

1. Allan Best
2. J. Bryson
3. Michael Mcguire
4. Bev J. Holmes
5. C. Silvia
6. B. Crosby

In General Health Professions

1. Allan Best
2. J. Bryson
3. Michael Mcguire
4. Bev J. Holmes
5. C. Silvia
6. B. Crosby
7. J. Dearing
8. M. A. Scheirer

Citations in the corpus

• From "Need to Know" to "Need to Share": Tangled Problems, Information Boundaries, and the Building of Public Sector Knowledge Networks (2009, background): “Key elements of innovative and collaborative capacity building for PSKNs include managerial support and leadership (Eglene, Dawes, and Schneider 2007), facilitative skills (Bryson 2004), attitudes toward power and trust (Huxham 2003), and available resources and infrastructure.”
• Leading public sector networks: An empirical examination of integrative leadership behaviors (2010, background): “As Huxham (2003) argues, “even the most basic terminology is subject to varied interpretations and there seems to be little agreement over usage of terms such as ‘partnership,’ ‘alliance,’ ‘collaboration,’ ‘network,’ or ‘inter-organizational relations’” (402).”
• Systems thinking, knowledge and action: towards better models and methods (2010, background): “Best and Hall (2006) have reviewed the literature on interorganisational partnerships.1 It suggests that as the degree of collaboration increases, there are six key factors in realising the promise of ‘the collaborative advantage’ (Huxham, 2003) found in such networks: • Clear common aims.”
• A leadership framework for cross-sector collaboration (2005, background): “Involving potential implementers early on in the design of the changes is often crucial to gaining their support when it is time to adopt and implement the changes (Huxham 2003).”
• What to do when Stakeholders matter (2004, background): “‘The Government’ thus is typically a kind of ‘phantom stakeholder’ (Huxham 2003).”