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External and internal factors influencing levels and types of cross-sectoral working (Collaborative Preferences)
Source publication
Culture Kent was a 3 year project funded by Arts Council England and VisitEngland, as part of the Cultural Destinations Programme.
Led by Turner Contemporary the aims of Culture Kent were to showcase Kent’s cultural assets; extend reach by attracting new audiences; create new strategic relationships and develop the information and knowledge core re...
Contexts in source publication
Context 1
... seeking to understand the levels and types of cross-sectoral working amongst the organisations interviewed, organisational structure, governance models and the wider environment within which the organisations operate, were found to be key factors, which, in complex interplay with each other, influence levels of partnership and crosssectoral working. Figure 4 (over page) outlines a model for understanding how factors in the external and internal environment impact on the diverse levels and types of cross-sectoral working in evidence. An important feature of the model is that it seeks to capture a dynamic process, rather than describe a static situation. ...
Context 2
... to place: The research also showed that place identification (organisations' relationship to place) is significant for organisations in a number of ways, and at a variety of levels. Place relationships expressed in terms of institutional affiliations and networks are reflected in both the External Environment and Internal Organisational boxes of Figure 4. However, the five-fold typology of organisational relationship with place, expressed in terms of Business, Stewardship, Regeneration, Community, and Creative Communities, which was developed through the interview analysis, has been categorised amongst the internal factors, because of its strong links to organisational mission and business/funding model. ...
Context 3
... the Evidence Review seems to suggest a progression from the ad hoc nature of goal-oriented collaboration to the more structural collaboration implicit in the sharing of resources, the evidence from the interview sample suggests organisations favouring different styles and degrees of collaboration for different strategic purposes, ranging from one-off funding bids, to sharing audience data and accessing new markets, to improving service quality or mission delivery. Furthermore, it suggests that, whilst organisations may move through 'deeper' modes of collaboration as they 'learn' to do partnership working, collaborative preferences are also a product of the external environment, internal organisational factors, and associated perception of opportunities and barriers, as shown in Figure 4. ...
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