Boundaries as junctures: Collaborative boundary work for building efficient resilience

Kathy Quick, Martha S. Feldman

Research output: Contribution to journalArticle

52 Scopus citations

Abstract

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.

Original languageEnglish (US)
Pages (from-to)673-695
Number of pages23
JournalJournal of Public Administration Research and Theory
Volume24
Issue number3
DOIs
StatePublished - Jul 2014

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