The explanatory power of the landscape perspective on inter-organizational collaboration

Collaboration between organizations is generally seen as a pre-requisite for dealing with complex problems, but such efforts appear to be inherently difficult and often disappoint expectations regarding their problem-solving capacity. In this article we add to the existing literature by taking a systemic, landscape perspective on collaborative success and failure. Using a case study of urban regeneration in the Dutch Randstad conurbation, we show that when practitioners aim to collaborate on an inter-organizational level (between organizations), they also need to collaborate productively on intra-organizational (between teams) and supra-organizational (between coalitions) levels. We investigate the tense relationships within and among these levels, and highlight what happens in-between, thereby picturing a bigger collaborative landscape. Drawing on interviews and participant observation we reveal horizontal and vertical practices of in-betweening within and between each level. These practices are a promising way to overcome difficulties that may surface on the inter-organizational level but are influenced by the two other levels. Understanding and synchronizing collaborations on all three levels is presented as an effective way to increase the problem-solving capacity of inter-organizational collaboration.

Automated summary

This article presents a case study of urban regeneration to demonstrate the collaborative relationships at different organizational levels and their mutual influence, showing a bigger collaborative landscape. The study reveals that understanding and synchronizing collaborations on all three levels is an effective way to increase the problem-solving capacity of inter-organizational collaboration.