✴︎ Available only with purchase from publisher

“It is no overstatement to say that collaborative governance — also referred to as collaborative public management (Bingham, O’Leary, and Carlson 2008) and the New Public Governance (Osborne 2010) — is becoming a dominant if not the dominant, frame for public administration today. We live in a shared-power world (Crosby and Bryson 2005), and as a result, the public’s business increasingly is being carried out through ‘multiorganizational arrange­ments’ in which public agencies work ‘across bound­aries … in multisector and multiactor relationships’ (Bingham, O’Leary, and Carlson 2008, 3). … While the practice of collaborative governance is not new, the scholarship on collaborative governance is very early in its development, with the vast majority of research having been published within the past decade. During this time, there have been many noteworthy books that have contributed to the conceptual development of collaborative governance; however, they are all, by and large, written by and for academ­ics. This review examines two books that are written by and for practitioners, in which the emphasis is less on theoretical development and more on the practical concerns of how to do collaborative governance.”