Muhittin Acar, Chao Guo and Kaifeng Yang
This paper contributes to the understanding of accountability in collaborative governance by presenting views of practitioners from partnerships formed between K-12 public schools and private and nonprofit organizations in the United States. It focuses on two questions: what do partnership practitioners see the partnerships as being accountable for? And to whom do they see the partnerships as being accountable? The findings suggest that partnership participants reveal more of client-based and results-oriented views of accountability. They are more directly concerned about professional accountability and accountability to the partners. A concentric-circles model is then developed to illustrate the accountability relationships in partnerships.
Public Organization Review 12, no. 2 (2012): 157-174
Muhittin Acar and Chao Guo
The current paper aims to provide both scholars and practitioners with an “analytical tool”, or a “checklist” of sort to think thoroughly the critical determinants of “collaborative performance” as well as the most appropriate criteria for evaluating it. We identify and discuss, albeit with varying degrees of detail and depth, the following as the most critical, or major issues affecting the performance in and of regional collaborative undertakings: Rationales, Roadmaps, Rules, Roles, Responsibilities, Relationships, Resources, Risks, Rewards, and Reviews. Our main argument is that these ten issues or factors, taken together, constitute most critical, or major elements of many different types of collaborative arrangements. In other words, depending upon how they are dealt with, these ten components, by and large, might determine the shape and content of the debate about collaborative performance.
Studia Regionalia 18, (2006): 94-102
Chao Guo and Muhittin Acar
Existing research stops short of explaining why nonprofit organizations develop certain forms of collaborations instead of others. In this article, the authors combine resource dependency, institutional, and network theories to examine the factors that influence the likelihood that nonprofit organizations develop formal types of collaborative activities vis-à-vis informal types. Based on the survey data of 95 urban charitable organizations, the study has found that an organization is more likely to increase the degree of formality of its collaborative activities when it is older, has a larger budget size, receives government funding but relies on fewer government funding streams, has more board linkages with other nonprofit organizations, and is not operating in the education and research or social service industry.
Nonprofit and Voluntary Sector Quarterly 34, no. 3 (2005): 340-361