A Local-State Government Spatial Data Sharing Partnership

Chapter 3 – Collaboration, Partnerships and the Government Environment
In reciprocal or networked interdependencies the exchanges and transaction risks are much
more varied and complex (Kumar & van Dissel 1996). In these more complex and
multiple party environments, the risks include misunderstanding of the organisational
cultures, structural uncertainties, incompatible technology platforms and loss of control.
Many of the identified risks are directly relevant to the area of spatial data sharing between
government jurisdictions.
Schermorhorn (1975) identified that inter-organisational co-operation is potentially
associated with a set of costs which may be incurred by participating organisations.
Perhaps one of the most common costs associated with collaboration is a loss of autonomy
(Alter & Hage 1993; Gray 1989). This loss of autonomy or control can be reflected in a
variety of ways including loss of controls over outcomes, goal displacement or the ability
to effect a decision in the collaborative domain. Collaboration may also have
unfavourable ramifications with respect to the image or identity of the organisation (Alter
& Hage 1993; Schermerhorn 1975). For example being linked to a failed collaborative
project may impact negatively on the reputation of the organisation.
Organisations involved in inter-organisational collaboration may also incur costs through
the direct expenditure of scarce organisational resources which could be in the form of
money, staff time or information (Alter & Hage 1993). Other costs could include loss of
technical superiority, loss of stability, increased conflict over the domain or delays in
solution due to problems in coordination.
Benefits
Just as there are costs and risks to collaborating there are also benefits which will flow.
Often these are simply the positive outcomes from the process of collaboration. Alter and
Hage summarised from organisational literature the benefits of inter-organisational
collaboration as:
• opportunities to learn, adapt and develop new competencies;
• gain resources – time, money, information, legitimacy;
• sharing the risk can reduce the organisation’s exposure;
• gaining influence over the domain rather than a loss of autonomy may enable new
opportunities;
• ability to manage uncertainty through a wider support base;
• combined efforts create the ability to solve problems more rapidly and efficiently;
and
• improved reputation through association in successful efforts.
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(Alter & Hage 1993, pp. 36-7)