A Reliance Typology of Collaborative Governance Platforms: Findings From a Comparative Study

• Published date: 01 February 2025
• DOI: http://doi.org/10.1177/00953997241305632
• Author: Richard D. Margerum,Dyana P. Mason,Stacy Rosenberg,Zafar Khan
• Date: 01 February 2025

https://doi.org/10.1177/00953997241305632

Administration & Society

2025, Vol. 57(2) 187 –217

© The Author(s) 2024

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DOI: 10.1177/00953997241305632

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Article

A Reliance Typology

of Collaborative

Governance Platforms:

Findings From a

Comparative Study

Richard D. Margerum1, Dyana P. Mason1,

Stacy Rosenberg2, and Zafar Khan3

Abstract

Collaborative governance has been discussed extensively in the public

administration and management literatures, but there has been limited

focus on structure and on the platforms supporting ongoing efforts.

This article explores thirty collaborative groups over a 12-year period,

using surveys, interviews, financial reports, and other data. The study

proposes a typology of platforms based on their reliance on stakeholder

boards, staff, or partners. The typology reveals implications related to

the context, strengths, and weaknesses of different platforms, which can

assist with their design, evaluation, and administration.

Keywords

collaborative governance, watershed management, network governance

1University of Oregon, Eugene, USA

2Oregon State University, Corvallis, USA

3Karakoram International University, Gilgit, Pakistan

Corresponding Author:

Richard D. Margerum, School of Planning, Public Policy and Management, University of

Oregon, 1209 University of Oregon, Eugene, OR 97403, USA.

Email: rdm@uoregon.edu

1305632AAS0010.1177/00953997241305632Administration & SocietyMargerum et al.

research-article2024

188 Administration & Society 57(2)

Introduction

Collaborative approaches to governance and management have been applied

in a range of contexts to address complex, cross-cutting issues. The term col-

laboration describes a collection of concepts that includes collaborative gov-

ernance and collaborative management, and it is closely related to networked

governance and collective impact initiatives (O’Leary & Vij, 2012). It is cited

for generating innovative and creative solutions to wicked problems while

enhancing engagement, sharing resources, and eliminating redundancies

(Stout & Keast, 2021). Collaboration has been particularly prevalent in the

environmental arena, where on-the-ground collaboration implementation

resembles what Nabatchi and Emerson (2021) describe as multilevel frame-

works that involve numerous actors and many sources of decision authority.

Ansell and Gash (2008, p. 544) define collaboration as arrangements “where

one or more public agencies directly engage non-state stakeholders in a col-

lective decision-making process that is formal, consensus-oriented and delib-

erative . . .”.

Scholars have given considerable attention to theorizing frameworks of

collaboration. In their review of this work, Bryson et al. (2015) identify the

key elements of pre-conditions, context, collaborative processes, leadership,

and rules and protocols (Ansell & Gash, 2008, 2018; Bryson et al., 2015;

Emerson et al., 2011; Thompson et al., 2006). Other typologies also are based

on geographic scale (Cheng & Daniels, 2003), institutional level of operation

(Imperial, 2005; Margerum, 2011), function (Agranoff & McGuire, 2003),

and leadership source (Bidwell & Ryan, 2006; Moore & Koontz, 2003).

What has received less attention is the structures that support collabora-

tion in complex or ongoing efforts (Bryson et al., 2006, 2015; Vangen et al.,

2014). As Bryson et al. (2006, p. 49) note, “structure has not attracted the

same degree of interest as process because research has emphasized orga-

nizing as a process over organization” [emphasis in original]. A range of

terms describe structures, including network administrative organizations

(Provan & Kenis, 2008), collaborative governance regimes (Emerson et al.,

2011), and collaborative platforms (Ansell and Gash 2018). Consistent with

other authors, we refer to individual groups and their participants and net-

works as “collaboratives” and the entity operating at the center of this work

as the “collaborative platform” (Ansell & Gash, 2018; Bryson et al., 2006,

2015; Vangen et al., 2014).

Collaboratives operate in many U.S. states and countries. They are often

convened and/or funded by federal, state, or regional policymakers to pro-

vide a structured approach for supporting collaboration (Bell & Scott, 2020).

For example, Chaffin et al. (2015) identified 304 just in Oregon, Washington,