Why collaborate? Exploring the role of organizational motivations in cross‐sector watershed collaboration

Abstract

AbstractAs governments turn to cross‐sector collaboration to address complex watershed pollution problems, questions of how to manage collaborative efforts are brought to the fore. Chief among the challenges is how to determine the necessary stakeholders to bring to the table and, concomitantly, how to incentivize organizations from different sectors to work collaboratively in order to address these complex problems. While work has been done to explore individual motivations, little research has been conducted to examine organizational motivations for collaboration. This study explores the motivational determinants that drive local cross‐sector watershed collaboration. Key findings of the study identify variations in the level of prevalence in the motivational determinants among organizations from different sectors that partner with the focal organization.Related ArticlesGerlach, John David, Laron K. Williams, and Colleen E. Forcina. 2013. “The Science‐Natural Resource Policy Relationship: How Aspects of Diffusion Theory Explain Data Selection for Making Biodiversity Management Decisions.”Politics & Policy41(3): 326–54.https://doi.org/10.1111/polp.12017.Neill, Katharine A., and John C. Morris. 2012. “A Tangled Web of Principals and Agents: Examining the Deepwater Horizon Oil Spill through a Principal–Agent Lens.”Politics & Policy40(4): 629–56.https://doi.org/10.1111/j.1747‐1346.2012.00371.x.Solar, Carlos. 2020. “Introducing Change in Public Service Organizations under Austerity: The Complex Case of the Governance of the Defence in the United Kingdom.”Politics & Policy48(4): 700–26.https://doi.org/10.1111/polp.12368.