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.

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Public Management Review: an international journal of research and theory
Erasmus School of Law