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Collaborative partnerships are agreements and actions made by consenting organizations to share resources to accomplish a mutual goal. Collaborative partnerships rely on participation by at least two parties who agree to share resources, such as finances, knowledge, and people. Organizations in a collaborative partnership share common goals. The essence of collaborative partnership is for all parties to mutually benefit from working together. There are instances where collaborative partnerships develop between those in different fields to supplement one another’s expertise. The relationships between collaborative partners can lead to long term partnerships that rely on one another.〔Saltiel, I. M. (1998). Defining Collaborative Partnerships. New Directions For Adult & Continuing Education, (79), 5.〕 As Don Kettl writers, “From Medicare to Medicaid, environmental planning to transportation policy, the federal government shares responsibility with state and local government and for-profit and nonprofit organizations … The result is an extended chain of implementation in which no one is fully in charge of everything”(2001,p. 25) Partnership and collaboration are often used inter-changeably, sometimes within the same paragraph or even sentence. Much use of the terminology is policy driven, giving way to the use of terms such as ‘joined-up thinking’ and ‘joined-up working’; for example, Every Child Matters (DfES 2004: 9) states that progress in improving educational achievement for children and young people in care and in improving their health has been possible through better joint working. Collaborative arrangements occur based on more than just altruism. Mutuality and equitable engagement will not exist if southern partners expect developed countries to simply transfer their technological competitive advantage(Brinkerhoff 2002).A particular concern that arises in both for-profit and academic partnerships has been the failure to reap benefits of collaboration at meso- and macro-levels. While Southern researchers, inventors and managers involved in cross-border collaboration projects have benefited individually, these benefits do not translate to improvements in their organizations and institutions, possibly reflecting a problem of agency in the relationship (Alnuaimiet al. 2012). In general, partnerships for sustainable development are self-organizing and coordinating alliances. In a more strict definition; they are collaborative arrangements in which actors from two or more spheres of society- whether state, market, and civil society, are involved in a non-hierarchical process through which these actors strive for a sustainability goal (Glasbergen et al. 2007). In recent times, partnerships are set up to solve societal problems and they do so on the basis of a commitment that is formalized to some extent. == Sustainable Development == Partnerships are perceived as arrangements that can further the drive for sustainable development. In that role, they provide a managerial response to the general ethical ideal of societal progress. Collaborative arrangements in which actors from two or more spheres of society (state, market and civil society) are involved in a non-hierarchical process through which these actors strive for a sustainability goal. Partnership practices may be seen as both idealistic and structural specifications of that philosophy in a more operational governance paradigm. The main premises can be summarize underpinning this partnership paradigm as follows: * Parties from the public sector, from the market and from civil society have an interest in sustainable development. * A constructive dialogue among these interests can be convened in a setting that excludes hierarchy and authority. * Dialogue can produce a shared normative belief that provides a value-based rationale for collaborative action. * Collaborative action based on voluntarism, joint resource commitment and shared responsibility of all actors for the whole project can serve public interests as well as private interests. * Collective action can be commercial in nature; the market mechanism can promote more sustainable practices through the leverage and spin-off of private-sector investments. A pluriform partnership practice has taken root in a paradigmatic premises. Partnerships come in three modalities. * The modality concerns partnerships that are initiated by government. These partnerships lean heavily on the authority and sanctions of government. * The second modality concerns arrangements made by private parties in which public administrations participate as one of many partners. * The third modality concerns the cooperation between businesses and non-governmental organizations. These collaborative arrangements also relate to society’s problem-solving capacity. Sustainable development requires concerted collaborative actions at all levels from macro to micro and across all sectors. Cross-sector social partnerships are proliferating rapidly (Child and Faulkner, 1998; Berger, Cunningham and Drumright, 2000). Organizations are more learning to form a multitude of collaborative relationships, including strategic alliances (Bamford, Gomes-Casseres, & Robinson, 2002), partnerships, joint ventures (Child, Faulkner, & Tallman, 2005; Marks & Mirvis, 2011), and transorganization networks (Clarke, 2005; Cummings, 1984). When organizations work together, they are able to develop and fulfill much broader visions by tapping into each other’s resources and expertise (Cooperrider & Dutton, 1999; Huxham & Vangen, 2005). This is also a world filled with frustration. In spite of good intentions and dedicated resources, collaborations do not come easy or naturally (Cummings, 1984); they are messy and difficult (Gray, 1989; Huxham & Vangen, 2005). Collaborations focused on sustainability issues, for example, are highly visible and wicked problems that draw the attention of large and powerful interests, including governments, large corporations, and well-funded nongovernmental organizations (NGOs). They often produce considerably less benefit than intended (Nordhaus, 2001; Worley & Parker, 2011). 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Collaborative partnerships」の詳細全文を読む スポンサード リンク
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