Effective performance management of inter-organisational collaborations through the construction of multiple identities

Although inter-organisational collaborations can offer better services, their performance management is complex and can often fail. Through the exploration of multiple (collaborative and non-collaborative) identities formed by partners, the paper offers guidelines for a more effective performance management of inter-organisational collaborations. More specifically, drawing upon a longitudinal qualitative study of a Greek inter-organisational collaboration, the findings of the research illustrate that both collaborative and non-collaborative identities can lead to better collaboration performance. Secondly, the study suggests that it is better to maintain the tension between stability and change within the collaborative process than resolve it. Finally, it offers four collaborative patterns for a more effective performance management of inter-organisational collaborations