Notes
1 Names of all collaboratives mentioned in this article have been changed to retain anonymity.
2 See Pennie G. Foster-Fishman et al., “Building Collaborative Capacity in Community Coalitions: A Review and Integrative Framework,” American Journal of Community Psychology, vol. 29, no. 2, 2001; Michele Lempa et al., “Development of Scales Measuring the Capacity of Community-Based Initiatives,” Health Education & Behavior, vol. 35, no. 3, 2006; and Edward P. Weber, Nicholas P. Lovrich, and Michael J. Gaffney, “Assessing Collaborative Capacity in a Multidimensional World,” Administration & Society, vol. 39, no. 2, 2007.
3 Edward P. Weber and Anne M. Khademian, “Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings,” Public Administration Review, vol. 68, no. 2, 2008.
4 See Sonia M. Ospina and Angel Saz-Carranza, “Paradox and Collaboration in Network Management,” Administration & Society, vol. 42, no. 4, 2010, and David R.
Connelly, Jing Zhang, and Sue Faerman, “The Paradoxical Nature of Collaboration,” in Lisa Blomgren Bingham and Rosemary O’Leary, eds., Big Ideas in Collaborative Public Management, New York: Routledge, 2008.
5 John Kania and Mark Kramer, “Collective Impact,” Stanford Social Innovation Review, Winter 2011. See also Richard Crespin and Helen Moser, “Six Proven Practices for Backbone Organizations,” Stanford Social Innovation Review, Summer 2018, and Shiloh Turner et al., “Understanding the Value of Backbone Organizations in Collective Impact: Part 2,” Stanford Social Innovation Review, Summer 2012.
6 Peter Senge, Hal Hamilton, and John Kania, “The Dawn of System Leadership,” Stanford Social Innovation Review, Winter 2015.