To the summit and beyond: Tracing the process and impact of collaborative performance summits

Scott Douglas; Christopher Ansell

doi:10.1111/puar.13598

To the summit and beyond: Tracing the process and impact of collaborative performance summits

Scott Douglas^*, Christopher Ansell

^*Corresponding author for this work

University of California at Berkeley

Research output: Contribution to journal › Article › Academic › peer-review

Abstract

Interactive routines such as collaborative performance summits are thought to help collaborating organizations assess and improve their performance. However, there is little systematic evidence to substantiate this claim. This study leverages a longitudinal dataset to examine the summit process and identify the difference between summits that have an impact on performance and those that do not. The study explicates the assumed causal process and traces 18 partnerships as they prepare, conduct, and follow-up a summit. The analysis provides evidence for the positive impact of summits, but also shows that the process unfolds differently than expected. Neither the range of performance issues that actors bring to the summit nor the intentions for change they formulate at the end of the meeting are key differentiators. The hallmark of impactful summits emerges to be a large share of participants gaining comprehensive insights. These findings have implications for collaborative performance management research and practice.

Original language	English
Pages (from-to)	1108-1122
Number of pages	15
Journal	Public Administration Review
Volume	83
Issue number	5
Early online date	9 Jan 2023
DOIs	https://doi.org/10.1111/puar.13598
Publication status	Published - 1 Sept 2023

Bibliographical note

Funding Information:
The authors thank all the people from the National Literacy Foundation, municipalities, and local organizations that participated in the summits. We would also like to thank Rieneke Prins for collecting data about the impact of the summits. Finally, we would like to thank the various colleagues and anonymous reviewers who commented on earlier drafts of this article and helped to make it much better.

Funding Information:
The organization of the summits was financed by the National Foundation for Literacy in the Netherlands (Stichting Lezen en Schrijven). Further research was financed by an Idea Generator grant (NWA.1228.192.190) of the Dutch Research Council (NWO).

Publisher Copyright:
© 2023 The Authors. Public Administration Review published by Wiley Periodicals LLC on behalf of American Society for Public Administration.

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Public Administration Review - 2023 - DouglasFinal published version, 922 KBLicence: CC BY

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abstract = "Interactive routines such as collaborative performance summits are thought to help collaborating organizations assess and improve their performance. However, there is little systematic evidence to substantiate this claim. This study leverages a longitudinal dataset to examine the summit process and identify the difference between summits that have an impact on performance and those that do not. The study explicates the assumed causal process and traces 18 partnerships as they prepare, conduct, and follow-up a summit. The analysis provides evidence for the positive impact of summits, but also shows that the process unfolds differently than expected. Neither the range of performance issues that actors bring to the summit nor the intentions for change they formulate at the end of the meeting are key differentiators. The hallmark of impactful summits emerges to be a large share of participants gaining comprehensive insights. These findings have implications for collaborative performance management research and practice.",

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To the summit and beyond: Tracing the process and impact of collaborative performance summits

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