The role of intangible resources in public-nonprofit collaborations

Detalhes bibliográficos
Autor(a) principal: Santos, Aline de Menezes
Data de Publicação: 2022
Tipo de documento: Dissertação
Idioma: eng
Título da fonte: Repositório Institucional do FGV (FGV Repositório Digital)
Texto Completo: https://hdl.handle.net/10438/32146
Resumo: This paper develops and tests a moderated–mediation model that examines how collaborative know-how accumulated by public or nonprofit partners influences their collaborative performance. Collaborative know-how refers to internalized knowledge that arises from collaborative experiences and tends to be overlooked in current research, despite the growing attention being paid to the role of intangible resources on collaborative performance. Our identification strategy consists of panel regression methods that assess the impact of collaborative know-how on the performance of 108 public–nonprofit collaborations among governments and nonprofit hospitals between January 2013 and December 2018. The results indicate that collaborative know-how (measured by collaborations duration and partners’ portfolio of partnerships) is positively associated with two performance dimensions: process and productivity performance. Public and nonprofit partners, with more diverse collaborative experiences, tend to deal more smoothly with funding streams. Nonprofits with broader portfolios of collaborations hire more staff and provide more curative care beds and more inpatient beds for target populations. Older collaborations are less reliant on public funding to deliver higher-quality health services. Our study contributes to collaborative governance scholarship, empirically testing the role of intangible resources on the multidimensional performance of public–nonprofit collaborations, highlighting the moderators and mediators of collaboration and answering the call for more panel data analysis.
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spelling Santos, Aline de MenezesEscolas::EBAPEEscolas::EBAPECabral, SandroGoldszmidt, Rafael Guilherme BursteinLeRoux, KellyNabatchi, TinaPeci, Alketa2022-06-22T14:39:25Z2022-06-22T14:39:25Z2022-03-31https://hdl.handle.net/10438/32146This paper develops and tests a moderated–mediation model that examines how collaborative know-how accumulated by public or nonprofit partners influences their collaborative performance. Collaborative know-how refers to internalized knowledge that arises from collaborative experiences and tends to be overlooked in current research, despite the growing attention being paid to the role of intangible resources on collaborative performance. Our identification strategy consists of panel regression methods that assess the impact of collaborative know-how on the performance of 108 public–nonprofit collaborations among governments and nonprofit hospitals between January 2013 and December 2018. The results indicate that collaborative know-how (measured by collaborations duration and partners’ portfolio of partnerships) is positively associated with two performance dimensions: process and productivity performance. Public and nonprofit partners, with more diverse collaborative experiences, tend to deal more smoothly with funding streams. Nonprofits with broader portfolios of collaborations hire more staff and provide more curative care beds and more inpatient beds for target populations. Older collaborations are less reliant on public funding to deliver higher-quality health services. Our study contributes to collaborative governance scholarship, empirically testing the role of intangible resources on the multidimensional performance of public–nonprofit collaborations, highlighting the moderators and mediators of collaboration and answering the call for more panel data analysis.engPublic–nonprofit collaborationCollaborative know-howPanel data analysisResource-based viewAdministração de empresasAssociações sem fins lucrativosGovernança corporativaOrganizações não-governamentaisAnálise de painelThe role of intangible resources in public-nonprofit collaborationsinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/masterThesis2022-03-31reponame:Repositório Institucional do FGV (FGV Repositório Digital)instname:Fundação Getulio Vargas 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dc.title.eng.fl_str_mv The role of intangible resources in public-nonprofit collaborations
title The role of intangible resources in public-nonprofit collaborations
spellingShingle The role of intangible resources in public-nonprofit collaborations
Santos, Aline de Menezes
Public–nonprofit collaboration
Collaborative know-how
Panel data analysis
Resource-based view
Administração de empresas
Associações sem fins lucrativos
Governança corporativa
Organizações não-governamentais
Análise de painel
title_short The role of intangible resources in public-nonprofit collaborations
title_full The role of intangible resources in public-nonprofit collaborations
title_fullStr The role of intangible resources in public-nonprofit collaborations
title_full_unstemmed The role of intangible resources in public-nonprofit collaborations
title_sort The role of intangible resources in public-nonprofit collaborations
author Santos, Aline de Menezes
author_facet Santos, Aline de Menezes
author_role author
dc.contributor.unidadefgv.por.fl_str_mv Escolas::EBAPE
Escolas::EBAPE
dc.contributor.member.none.fl_str_mv Cabral, Sandro
Goldszmidt, Rafael Guilherme Burstein
LeRoux, Kelly
Nabatchi, Tina
dc.contributor.author.fl_str_mv Santos, Aline de Menezes
dc.contributor.advisor1.fl_str_mv Peci, Alketa
contributor_str_mv Peci, Alketa
dc.subject.eng.fl_str_mv Public–nonprofit collaboration
Collaborative know-how
Panel data analysis
Resource-based view
topic Public–nonprofit collaboration
Collaborative know-how
Panel data analysis
Resource-based view
Administração de empresas
Associações sem fins lucrativos
Governança corporativa
Organizações não-governamentais
Análise de painel
dc.subject.area.por.fl_str_mv Administração de empresas
dc.subject.bibliodata.por.fl_str_mv Associações sem fins lucrativos
Governança corporativa
Organizações não-governamentais
Análise de painel
description This paper develops and tests a moderated–mediation model that examines how collaborative know-how accumulated by public or nonprofit partners influences their collaborative performance. Collaborative know-how refers to internalized knowledge that arises from collaborative experiences and tends to be overlooked in current research, despite the growing attention being paid to the role of intangible resources on collaborative performance. Our identification strategy consists of panel regression methods that assess the impact of collaborative know-how on the performance of 108 public–nonprofit collaborations among governments and nonprofit hospitals between January 2013 and December 2018. The results indicate that collaborative know-how (measured by collaborations duration and partners’ portfolio of partnerships) is positively associated with two performance dimensions: process and productivity performance. Public and nonprofit partners, with more diverse collaborative experiences, tend to deal more smoothly with funding streams. Nonprofits with broader portfolios of collaborations hire more staff and provide more curative care beds and more inpatient beds for target populations. Older collaborations are less reliant on public funding to deliver higher-quality health services. Our study contributes to collaborative governance scholarship, empirically testing the role of intangible resources on the multidimensional performance of public–nonprofit collaborations, highlighting the moderators and mediators of collaboration and answering the call for more panel data analysis.
publishDate 2022
dc.date.accessioned.fl_str_mv 2022-06-22T14:39:25Z
dc.date.available.fl_str_mv 2022-06-22T14:39:25Z
dc.date.issued.fl_str_mv 2022-03-31
dc.type.status.fl_str_mv info:eu-repo/semantics/publishedVersion
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dc.language.iso.fl_str_mv eng
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