2014/01/28 by Kathryn S. Quick, Kathy Quick, Martha S. Feldman · 3 citations
Decision Sciences · Health Professions · Social Sciences · #Community Health and Development #Complex Systems and Decision Making #Public Policy and Administration Research
paper · doi:10.1093/jopart/mut085
openalex publication_date 2014/01/28 · openalex created_date 2025/10/10 · openalex updated_date 2026/07/30
This article is a theoretical contribution to reconsidering the boundaries that are central features of collaborative public management. We identify two contrasting ways of doing boundary work: one oriented to treating them as barriers that promote separation and the other to treating them as junctures that enable connecting. We describe three general practices for creating junctures: translating across, aligning among, and decentering differences. We argue that orienting boundary work in collaboration to making connections supports efficient resilience, making it possible for systems to work even when they are disrupted or when resources are constrained. We illustrate the practices and their benefits with examples from collaborative public management.