Bryson, J. M., Crosby, B. C. and Stone, M. M. (2015) ‘Designing and implementing cross-sector collaborations: needed and challenging’, Public Administration Review.
Crosby, B. C. and Bryson, J. M. (2005a) Leadership for the Common Good: Tackling Public Problems in a Shared-power World, San-Francisco, Josey-Bass.
Crosby, B. C. and Bryson, J. M. (2005b) ‘A leadership framework for cross-sector collaboration’, Public Management Review, vol.7, no.2, pp. 177–201.
Crosby, B. C. and Bryson, J. M. (2010) ‘Integrative leadership and the creation and maintenance of cross-sector collaborations’, The Leadership Quarterly, vol.21, no.2, pp. 211–30.
Grint, K. (2005) Leadership: Limits and Possibilities, London, Palgrave Macmillan.
Huxham, C. and Vangen, S. (2000) ‘Leadership in the shaping and implementation of collaboration agendas: how things happen in a (not quite) joined-up world’, Academy of Management Journal, vol.43, no.6, pp. 1159–75.
Huxham, C. and Vangen, S. (2005) Managing to collaborate: the theory and practice of collaborative advantage, London, Routledge.
Jacklin-Jarvis, C. (2015) ‘Collaborating across sector boundaries: a story of tensions and dilemmas’, Voluntary Sector Review, vol.6, no.3, pp. 285–302.
Vangen, S. and Huxham, C. (2003) ‘Enacting leadership for collaborative advantage: dilemmas of ideology and pragmatism in the activities of partnership managers’, British Journal of Management, vol. 14, pp. S61–S76.
Weber, E. P. and Khademian, A. M. (2008) ‘Wicked problems, knowledge challenges, and collaborative capacity builders in network setting’, Public Administration Review, vol. 68, no. 2, pp. 334–9.