Shaping Collaborative Actions in Self‐Initiated Versus Mandated Collaborations

Original

Shaping Collaborative Actions in Self‐Initiated Versus Mandated Collaborations

Jie Wang, Nicola Ulibarri

Abstract

ABSTRACT As public problems are becoming more complex and uncertain, understanding how and why collaborative governance changes over time can provide insight into the ways it can be sustained and adapted to fulfill the responsibilities of the actors involved and address the policy problems of interest. This paper uses the case of China's River Chief System to investigate whether and how mandated versus self‐initiated collaborations differ in their adoption of collaborative actions over time. We analyzed the temporal distribution of collaborative actions in 95 prefectural cities over 14 years, employing panel data analysis to predict factors that shape collaborative actions. Self‐initiated collaborations did not significantly outperform mandated ones in taking more collaborative actions as they mature. Self‐initiated and provincially‐mandated cities' collaborative actions are shaped by both higher‐level mandates and local capacity and needs. Especially, receiving a national mandate made these cities take more collaborative actions. These findings highlight mandates as emerging drivers during the collaborative process.