| Factors rendering tensions salient | ||
| Plurality of views (collaboration with other unities in and administration or other administrations in the same country or from different countries, cultures, and sectors) | Scarcity of resources | Change (various reforms: regulations, technology, process, procedure, innovation…) |
| - Cultural and geographical distance: information asymmetry - Cross-sector nature of IAR. - Unfamiliar partners with divergent perceptions of value or incongruent goal: see, e.g., The “Public-Private-Civil Society” partnership (PPP-SC). - Multilateral IARs. - Coopetition: competing administrations cooperate with each other in order to create value and then later compete for the created value. - Second-order relations with competitors: the partner of a focal administration enter into relation with his competitors (i.e. second-order competitors) in an enhanced risk spillovers. | - IARs between small (by staff size) and large (by staff size) administrations. - Lack of information and communication technology (ICT) knowledge; lack of research and development experience; lack of knowledge of national or local context or sector. - The administration that hosts the reforms has little bargaining power. - Sharing complementary resources, tacit resources, core competences and technologies. - Administration (or unit) partner with a strong willingness to learn from its other relationship partners: this partner will focus on protecting its own knowledge and resources, which can hinder value co-creation in the IAR. | - Creation of new value in IARs: changes in technology and scope of the IAR. - Challenges to separate knowledge: since isolating specific knowledge that is to be transferred to a partner may prove to be difficult due to e.g. its embeddedness in various practices and routines. - Evolving preferences: the preferences of partners can evolve during a collaborative project. These evolving preferences will amplify the tensions between joint value creation and individual value capture |
| Factors spurring virtuous cycles: acceptance and resolution of paradox | ||