The Dynamics of Collaboration

Abstract

Collaborations are rarely static. Changes in membership, domain, resources and commitments shape and influence their agendas and activities. As collaborative capacity develops, so new possibilities will become apparent (Chapter 6). Sometimes change is intended from the start. A number of time-limited partnerships are found amongst the area-based initiatives stimulated by the UK government. These are created to undertake a particular task and close once their period of operation is complete. A similar dynamic is evident in the case of international relief operations. Here, NGOs and donor governments may establish partnerships with global and local agencies to co-ordinate the provision of emergency supplies and expertise. This temporary structure becomes more limited in its role or dissolves once the crisis is passed or no longer has political priority. Other collaborations are more stable. Those that are constituted as corporate bodies such as companies or joint boards (Chapter 8) will develop bureaucratic needs for order and stability to enable them to function. Such imperatives may arise as much from their own internal needs as the demands of partners for formal accountability in relation to expenditure and performance. Consequently the routines and arrangements of a newly-created partnership become embedded in procedures, organisational structures and role designations.