In an era of continuing economic uncertainty public sector organizations face unprecedented challenges in resourcing increasingly complex missions. To meet these challenges public sector managers must look for innovative ways to resource essential missions and define public sector outcomes. The use of collaboration to create public value represents one way to provide effective and efficient service in this environment.
This study informs the subject of collaboration as a mechanism for creating public value by considering these concepts as a practical matter against actual events or programs involving the California Highway Patrol, a large State police agency with multiple missions and complex inter-agency relationships. The results of the study demonstrate a correlation between the strength of the collaborative effort and the results obtained, as well as the effect of circumstances on results. In identifying a common formula for evaluating these concepts, other public programs can be evaluated based on these contexts.
|Commitee:||Jensen, Steven, Kreysa, Peter, Lucus-McEwen, Valerie|
|School:||California State University, Long Beach|
|School Location:||United States -- California|
|Source:||MAI 55/04M(E), Masters Abstracts International|
|Subjects:||Public administration, Organization Theory, Organizational behavior|
|Keywords:||California, Collaboration, Complex adaptive systems, Mandated collaboration, Public value, Unanticipated consequence|
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