dc.contributor.author	Willingham, Charles Nathan
dc.date.accessioned	2025-03-28T18:09:29Z
dc.date.available	2025-03-28T18:09:29Z
dc.date.issued	2024-12-06
dc.identifier.other	fa80f9b5-8a27-4bca-a5d8-a22ee4701ba1	en_US
dc.identifier.uri	https://hdl.handle.net/10428/7402
dc.description.abstract	Collaborative governance is richly debated in public administration, with some consensus on its parameters and frameworks available to explore defining features. This study examined a less-developed area of collaborative governance: innovation and its effects on performance. Although innovation is a defining element of most examples of collaborative governance, little connection has been made between collaboration, innovation, and performance levels. This study reported the findings of a mixed methods approach to develop measures of collaboration, innovation, and performance and evaluate their effects within a collaborative system. The qualitative analysis provided a framework for understanding the system's intrinsic features, including performance metrics and perceived drivers of collaboration. The research proposed to quantitatively evaluate these features to determine the effects of collaboration and innovation on performance, testing a theory of performance driven by collaboration and mediated by the level of innovation produced by collaborative governance. The findings offered a detailed case study of collaborative governance, governance platforms, and public innovation that is valuable to a more generalizable knowledge of these important aspects of public life. The quantitative results were severely limited by low response rates but represented sound methodology that will be replicable in other research. The research contributed to understanding the relationship between collaboration, innovation, and performance within a collaborative system.	en_US
dc.format.extent	1 electronic record. PDF/A document, 193 pages, 4458508 bytes.	en_US
dc.format.mimetype	application/pdf	en_US
dc.language.iso	en_US	en_US
dc.rights	This dissertation is protected by the Copyright Laws of the United States (Public Law 94-553, revised in 1976). Consistent with fair use as defined in the Copyright Laws, brief quotations from this material are allowed with proper acknowledgement. Use of the materials for financial gain with the author's expressed written permissions is not allowed.	en_US
dc.subject	Public administration	en_US
dc.subject	Organizational behavior	en_US
dc.subject	Intergovernmental cooperation	en_US
dc.subject	Organizational learning--Technological innovations	en_US
dc.subject	Government productivity	en_US
dc.subject	Performance--Management	en_US
dc.subject	Policy networks	en_US
dc.subject	Politics and government	en_US
dc.subject	Public-private sector cooperation	en_US
dc.subject	Mixed methods research	en_US
dc.subject	Organizational effectiveness	en_US
dc.subject	Dissertations, Academic--United States	en_US
dc.subject	Case studies	en_US
dc.subject	Policy studies	en_US
dc.title	Collaboration, Innovation, and Performance: Analyzing Collaborative Governance, Platforms, and Innovation in the Tennessee RiverLine	en_US
dc.type	Dissertation	en_US
dc.contributor.department	Department of Political Science of the College of Humanities and Social Sciences	en_US
dc.description.advisor	Baron, Kevin
dc.description.committee	Robbins, Joseph
dc.description.committee	Lee, Keith
dc.description.degree	D.P.A.	en_US
dc.description.major	Political Science	en_US