ABSTRACT

Introduction The need for public managers to work across organizations and societal sectors is not new although the number and scale of complex problems, their global nature and interdependency has escalated in the past two decades (Huxham 2000). Simultaneously, there has been a change in government roles, as they become more demanding but also more indirect. The collaborationbased public administration approach to decision-making and service delivery is also considered a reaction to the institutional fragmentation and contraposition created by previous public sector reforms such as the New Public Management.