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FAMP NICA Elvira, LĂZĂROIU George and POPESCU Gheorghe H.
CCASP THE ROLE OF COLLABORATIVE INSTITUTIONS IN PUBLIC ADMINISTRATION

distinct public entities and NGOs, both nonprofit and for-profit, in a manner that should allow for manifold

differentiated endeavors to foster some essential jurisdiction and other concerns. Public collaborative
management indicates that the government agency’s members are dynamically concerned in practicing
leadership while preserving their duties to retain the public’s interests. Collaborative “groupware” entails

social capital (Nica, 2013a), collective learning, a culture of shared problem solving, and transaction
among role-based participants. Public administrators especially undergo collaborative management in
handling the performances and routines of nonprofit and for-profit entities external to their structure.

(Agranoff, 2012)

Public managers who perform collaboratively perceive themselves not entirely as individual leaders of
individual entities, but furthering and working in multiorganizational networks (Nica, 2013b) to clarify

problems that cannot be deciphered, or cleared up definitely, by individual entities. There are no one-size-
fits-all formulas for an effective collaboration as managers require comparing numerous elements. The

concerns of collaborators may be incompatible with each other, but they should reach agreement on the
entire goal of the collaboration to perform together. Capacity construction frequently raises the probability
of positive result in collaborations and can assist in advancing an inter-organizational assignment and a

collaborative culture. Before one consents to collaborate, one should consider the incentive and PROCEEDINGS OF THE 11 TH ADMINISTRATION AND PUBLIC MANAGEMENT INTERNATIONAL CONFERENCE ”Strategic Management for Local Communities” 30 th – 31 st October 2015 Bucharest
adherence of other associates. Governance is the undertaking of making shared judgments and rules to
manage the collaboration, encompassing rule making and arrangements regarding how collaborators will

interact, get in contact, and perform within the collaborative fabric for the purpose of accomplishing the
end result. (O’Leary and Vij, 2012) Agencies at all levels encounter a series of chances to collaborate
with private participants to accomplish public objectives more successfully than government can on its

own. In collaborative governance each group assists in establishing both the way by which a widely
determined objective is accomplished, and the particulars of the objective itself. The collective discretion

that is the indication of collaborative governance can increase government’s strength for carrying out
public assignments and raise the adaptability with which they are performed. The enlarging relevance
and refinement of private functions in public enterprises indicate that organizing collaboration, in

opposition to handling agencies, is an essential competency for public managers. Government
expenditure across the range of public, semiprivate, and directed products, over time and between
divisions, exhibits significant diversity in the employment of collaboration. Well-structured collaborations

can influence private participants to be partly responsible readily for a collective effort, profiting both
themselves and the public copiously. (Donahue and Zeckhauser, 2011)

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