Show simple item record

dc.contributor.authorHocevar, Susan Page
dc.contributor.authorJansen, Erik
dc.contributor.authorThomas, Gail Fann
dc.date.accessioned2014-01-28T19:45:00Z
dc.date.available2014-01-28T19:45:00Z
dc.date.issued2012-05-01
dc.identifier.urihttp://hdl.handle.net/10945/38477
dc.description.abstractEffective collaboration across organizational boundaries is important for achieving governance reform. But, given the complexities of both aligning and competing interests, collaboration is often a challenge. The Inter-­‐Organizational Collaborative Capacity (ICC) model was originally developed to help public sector agencies (municipal, state, regional and federal) achieve collective results . i Our team’s research goal was to identify factors that enable and inhibit inter-­‐organizational collaboration. A key assumption of this model is that building collaborative capacity requires deliberate leadership attention and the alignment of organizational design elements toward collaboration.en_US
dc.rightsThis publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.en_US
dc.titleInter-Organizational Collaborative Capacity (ICC) Assessmenten_US
dc.typeArticleen_US


Files in this item

Thumbnail

This item appears in the following Collection(s)

Show simple item record