Inter-organizational collaboration projects in the public sector: a balance between integration and demarcation.
For several years, the development of the Swedish public sector has been accompanied by a discussion about inter-organizational collaboration, which has been examined in several national experiments. The experience, however, indicates significant difficulties in implementing collaboration in local authorities' regular activities. This article argues that organizing inter-organizational collaboration in projects tends to be counterproductive, since the purpose of this collaboration is to increase the integration of local authorities. This article is based on case studies of three different collaboration projects. Each project is analyzed in relation to the way collaboration is organized within the project and how the relationship to the local authorities' activities is designed. The outcome of these studies shows that while collaboration projects increase integration between the responsible authorities, the integration stays within the projects. This is due to the fact that the projects were designed as units separate from the responsible authorities. As a result, the collaboration that occurs in the projects is not implemented in the local authorities' activities, and the viability of the increased integration of different responsible authorities does not extend beyond the projects.
Löfström
Mikael
M
School of Business and Informatics, University of Borås, Borås, Sweden. mikael.lofstrom@hb.se
D003299:Cooperative Behavior; D004059:Diffusion of Innovation; D015397:Program Evaluation; D017150:Public Sector / Q000458:organization & administration*; D013222:State Medicine; D013548:Sweden