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“Because they reflect clashing beliefs about the desired ends and means of public policy, value conflicts are challenging and sometimes even impossible to resolve. If the increasingly widespread use of collaborative governance is to bear fruit, researchers and practitioners need to understand how collaborations cope with value conflicts. This article identifies constructs and coding guidelines for studying value conflicts and coping mechanisms in collaborations. We use them to analyze longitudinal data from a 7-year case study of the Minnesota Urban Partnership Agreement, an interorganizational collaboration in the transportation field. Our research demonstrates that value conflicts in the early phases of a collaboration may relate to its goals and the problem(s) it addresses, while conflicts in later phases of collaboration may focus on process values such as accountability or legitimacy. Our findings indicate that a collaboration may use some coping mechanisms more than others, and that its decision process may affect which coping mechanism(s) it uses to address a value conflict. We conclude with implications for research.”