RESUMEN
This special issue brings together new case studies and comparative works highlighting the drivers and dynamics of collaborative environmental governance. Each case is part of the Collaborative Governance Case Database, which is an open-access resource allowing individuals to contribute and access cases to support research projects. This article highlights the special issue's contributions to collaborative governance theory. Common themes that cut across the studies include: the importance of using a broad definition of collaborative governance to capture the diversity in interorganizational relationships across contexts; improving our understanding of the drivers for initiating collaborative governance; an enhanced understanding collaboration's lifecycle dynamics and developmental trajectories; the importance of individuals and their roles in collaborative processes; the political dynamics of collaboration; the role of accountability; and the challenges associated with assessing the performance of collaborations. Collectively, the cases also demonstrate the value of using resources such as the Collaborative Governance Case Database to undertake small-n and medium-n comparative studies that further theory building.
Asunto(s)
Conservación de los Recursos Naturales , Política Ambiental , HumanosRESUMEN
Collaborative governance ebbs and flows. Partnerships become dormant or extinct, only to resurface with new members, and names, forms, or boundaries. This paper uses a systematic qualitative analysis of data from 4 watershed governance efforts in the United States--Delaware Inland Bays, Narragansett Bay, Tampa Bay, and Tillamook Bay. The study's objective is to develop theory grounded in these data by examining the developmental trajectories associated with collaborative partnerships. The paper begins by summarizing a four-stage life-cycle model. Each stage identifies a cluster of developmental challenges related to sustaining the health and useful life of a collaborative partnership. The paper identifies 31 partnerships across the four watersheds that were self- or externally-initiated. They experienced many different developmental trajectories. Some remained relatively healthy for a considerable period while others declined quite rapidly. Some partnerships had reorientations involving minor and rapid changes to the partnership structure. Some involved recreations with more profound shifts in core values and purposes. Some partnerships lasted for a considerable period while others ended when their work was done. Healthy partnerships also ended prematurely while unhealthy partnerships endured for a considerable period after their useful life ended. The paper concludes with a discussion of the implications for theory and practice.