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, Chao Guo and Gregory D. Saxton
In an era of globalization, devolution, decentralization, the “New Governance,” advanced information and communications technology, and the growing complexity of public problems, public-private partnerships have become an increasingly popular vehicle for delivering services and generating solutions to our most pressing societal problems. Others have already discussed the growing use of partnership arrangements and looked at the benefits that derive from these arrangements. Here we are interested in something else—an elaboration of the specific skill sets managers need to excel in this increasingly decentralized, collaborative, and “networked” environment. Based on in-depth interviews with over two dozen educational partnership directors, we elaborate the nine key management skills, values, and attitudes that are essential for success in managing partnership arrangements.
The Public Manager 36, no. 2 (2007): 33-38
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