Meta-Analysis of Collaboration and Performance: Moderating Tests of Sectoral Differences in Collaborative Performance

David Lee, Chiako Hung

Research output: Contribution to journalArticlepeer-review

20 Scopus citations


Over the past few decades, collaboration has flourished in the public administration and policy fields as a rational means to solve complex issues and improve public service performance. Through a meta-analysis of 26 studies with 251 effect sizes, this investigation provides novel perspectives for understanding the effects of different collaborative partnerships on performance. To test these mechanisms, we applied various social science theories, such as institutional theory, resource dependence theory, a resource-based view, and transaction cost theories. Our findings indicate that the overall effect of collaborative performance is positive and significant. Moreover, meta-regression results show that public-public collaboration results in better performance than public-nonprofit or public-business collaboration, while involving all three entity types in collaborative efforts yields similar outcomes to public-public collaboration. Several implications of these findings are outlined for researchers and practitioners.

Original languageEnglish
Pages (from-to)360-379
Number of pages20
JournalJournal of Public Administration Research and Theory
Issue number2
StatePublished - 1 Apr 2022

Bibliographical note

Funding Information:
This work was supported by the Ewha Womans University Research Grant of 2021.

Publisher Copyright:
© 2021 The Author(s) 2021. Published by Oxford University Press on behalf of the Public Management Research Association. All rights reserved.


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