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Sustaining Cross-Sector Collaborations: Managing Conflicts in Large-Scale Urban Event Collaborations

Anne B. Diallo and Margaret F. Reid
PAQ, Vol. 45 No. 4, 439-460 (2021)

Public-private collaborations can easily be disrupted when nascent conflicts are not addressed. These intersectoral conflicts may be associated with the resource exchanges necessary to achieve a shared objective, may be the result of goal divergence, or may involve both. This research utilizes a complementary theoretical approach to examine conflict management in two large-scale event collaborations, motorcycle rallies, that have been in operation for nineteen years. Framed by resource dependence, goal congruence, and conflict management theories the research examines the patterns of conflict and conflict management perceived by participants in these collaborations. The theoretical framework allowed us to address the complexities of aligning collaboration goals around the resource dependencies that lead to the formation of the collaborations. Our findings, which support quasi-formal conflict management, link this body of theories to the management of conflicts between collaborating organizations in a manner that, to our knowledge, has not been previously attempted.
Key Words: Public-private collaborations; Collaboration sustainability; Resource dependence; Goal congruence; Conflict management; Complimentary theories; Urban large-scale events

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