Collaborative Public Management

This article analyzes the most important issues, concepts, and ideas in collaborative public management research and practice today. The issues, concepts, and ideas are (a) competing definitions of collaboration; (b) changes in the environment of public management that have encouraged the growth of collaborative public management; (c) “thinking DaVinci”—lateral thinking and interdisciplinarity; (d) the management challenges of working in networks; (e) the paradox of balancing autonomy and interdependence; (f) factors to consider before collaborating; (g) the importance of the individual; (h) the shifting leadership challenge; (i) weaknesses in collaborative public management research; and (j) the missing link between theory and practice. The authors conclude that the study and practice of collaborative public management is generally fragmented with low level of consensus. From a research perspective, it is a low-paradigm field. The authors close with a view to the future. To advance the study and practice of collaborative public management the authors urge (a) agreement on definitions of commonly used terms, beginning with the term “collaboration”; (b) agreement on pressing collaborative public management challenges and substantive research and practice questions; (c) more precise theoretical models of behavior; and (d) agreement on the measurement of relevant variables.