TY - JOUR
T1 - Boundaries as junctures
T2 - Collaborative boundary work for building efficient resilience
AU - Quick, Kathy
AU - Feldman, Martha S.
PY - 2014/7
Y1 - 2014/7
N2 - 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.
AB - 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.
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U2 - 10.1093/jopart/mut085
DO - 10.1093/jopart/mut085
M3 - Article
AN - SCOPUS:84903995164
SN - 1053-1858
VL - 24
SP - 673
EP - 695
JO - Journal of Public Administration Research and Theory
JF - Journal of Public Administration Research and Theory
IS - 3
ER -