Shining a Light on the Black Box of Collaboration: Mapping the prerequisites for cross‑sector working

Abstract

Collaboration continues to be the go-to solution for government (Economist Intelligence Unit 2007; O’Flynn 2009; Keast 2011). Its allure is compelling. If only we could collaborate better we could overcome budget deficits, solve protracted and emergent complex social problems, overcome economic and environmental problems, deliver seamless and integrated services, reduce duplication and inefficiencies, develop coherent policies and programs and, finally, be more innovative and productive. The drive for ‘collaborative advantage’ (Huxham 1996) is not restricted to government, with both the community and the private sectors also relying on it to generate new and future-driven directions and resources. Despite