Frameshifting: lateral thinking for collaborative public management. -- The paradoxical nature of collaboration. -- Intersectoral collaboration and the motivation to collaborate: toward an intergrated theory. -- Failing into cross-sector collaboration successfully. -- Incentivizing collaborative performance: aligning policy intent, design, and impact. -- Linking collaboration processes and outcomes: foundations for advancing empirical theory. -- Legitimacy building in organizational networks. -- Managing for results across agencies: building collaborative capacity in the human services. -- Collaboration for knowledge: learning from public management networks. -- Institutional collective action and local government collaboration. -- Outcomes achieved through citizen-centered collaborative public management. -- The space station and multinational collaboration: a merger of domestic and foreign policy. -- Legal frameworks for collaboration in governance and public management. -- Learning to do and doin to learn: teaching managers to collaborate in networks.

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