Understanding Collective Impact in Australia: A new approach to interorganizational collaboration

Salignac, F; Wilcox, T; Marjolin, A; Adams, S

Understanding Collective Impact in Australia: A new approach to interorganizational collaboration

Salignac, F

Wilcox, T Marjolin, A Adams, S

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Publisher:: SAGE PUBLICATIONS LTD
Publication Type:: Journal Article
Citation:: Australian Journal of Management, 2018, 43, (1), pp. 91-110
Issue Date:: 2018-02-01

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Field	Value	Language
dc.contributor.author	Salignac, F https://orcid.org/0000-0002-8687-2963
dc.contributor.author	Wilcox, T
dc.contributor.author	Marjolin, A
dc.contributor.author	Adams, S
dc.date.accessioned	2022-09-08T03:32:39Z
dc.date.available	2022-09-08T03:32:39Z
dc.date.issued	2018-02-01
dc.identifier.citation	Australian Journal of Management, 2018, 43, (1), pp. 91-110
dc.identifier.issn	0312-8962
dc.identifier.issn	1327-2020
dc.identifier.uri	http://hdl.handle.net/10453/161535
dc.description.abstract	Countries around the world spend substantial amounts of money on programmes designed to address social issues such as place-based disadvantage, health and aged care. Despite such huge investments, evidence shows that many of these social problems are complex and remain far from being resolved, and in some situations, they are worsening. To face these challenges, many organizations have turned to interorganizational collaboration as a more effective means of dealing with social issues. This exploratory qualitative study investigates a relatively new framework for tackling complex social challenges – Collective Impact. We show that while the interpretation and application of the Collective Impact framework varies, broad similarities can be found. We conclude that Collective Impact is best conceptualized as a method for network-based collaboration rather than a distinct methodology or philosophy, and emphasize the importance of the relational aspects of interorganizational collaboration.
dc.language	English
dc.publisher	SAGE PUBLICATIONS LTD
dc.relation.ispartof	Australian Journal of Management
dc.relation.isbasedon	10.1177/0312896217705178
dc.rights	info:eu-repo/semantics/closedAccess
dc.subject	15 Commerce, Management, Tourism and Services
dc.title	Understanding Collective Impact in Australia: A new approach to interorganizational collaboration
dc.type	Journal Article
utslib.citation.volume	43
utslib.for	15 Commerce, Management, Tourism and Services
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/Provost
pubs.organisational-group	/University of Technology Sydney/Provost/TD School
utslib.copyright.status	closed_access	*
dc.date.updated	2022-09-08T03:32:37Z
pubs.issue	1
pubs.publication-status	Published
pubs.volume	43
utslib.citation.issue	1

Abstract:

Countries around the world spend substantial amounts of money on programmes designed to address social issues such as place-based disadvantage, health and aged care. Despite such huge investments, evidence shows that many of these social problems are complex and remain far from being resolved, and in some situations, they are worsening. To face these challenges, many organizations have turned to interorganizational collaboration as a more effective means of dealing with social issues. This exploratory qualitative study investigates a relatively new framework for tackling complex social challenges – Collective Impact. We show that while the interpretation and application of the Collective Impact framework varies, broad similarities can be found. We conclude that Collective Impact is best conceptualized as a method for network-based collaboration rather than a distinct methodology or philosophy, and emphasize the importance of the relational aspects of interorganizational collaboration.

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http://hdl.handle.net/10453/161535