000			01598nam a22001457a 4500
999			_c524372 _d524372
008			231110b ||||| |||| 00| 0 eng d
100			_aDouglas, Scott and Ansell, Chris _945964
245			_aTo the summit and beyond: Tracing the process and impact of collaborative performance summits
260			_aPublic Administration Review
300			_a 83(5), Sep-Oct, 2023: p.1108-1122
520			_aInteractive 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. – Reproduced https://onlinelibrary.wiley.com/doi/10.1111/puar.13598
773			_aPublic Administration Review
906			_aPUBLIC ADMINISTRATION
942			_cAR