This study assesses and explains interagency collaboration performance in the Chinese public sector. Through a comparative case study, it shows that inter-organizational relation is hard to start up; conflicting policies, incompatible procedures, power disparity, low issue salience, and lack of perceived interdependence may separately and jointly affect collaboration performance. The presence of vertical meta-governance plays a critical role in turning the tide; however, its presence is tied up with other factors such as high issue salience or bottom-up appeal. In addition, the highest level of performance not only depends on vertical meta-governance but also on horizontal meta-governance.

Additional Metadata
Keywords China, collaboration performance, cooperation, coordination, Interagency collaboration
Persistent URL dx.doi.org/10.1080/14719037.2018.1508607, hdl.handle.net/1765/109987
Journal Public Management Review: an international journal of research and theory
Citation
Mu, R, de Jong, M. (Martin), & Koppenjan, J.F.M. (2018). Assessing and explaining interagency collaboration performance: a comparative case study of local governments in China. Public Management Review: an international journal of research and theory. doi:10.1080/14719037.2018.1508607