Professional literature deals extensively with commitment (management and personal commitment), trust between partners and transparency as critical success factors in collaboration in general and in collaboration among public entities in particular. The State of Israel and the Municipality of Tel Aviv owned seven joint subsidiaries with different holdings in each of the companies. The Israeli government made a decision to sell the State's shares in these companies to the Tel Aviv Municipality. In 2016, a long process, of over eight years of negotiations, between the parties on a commercial basis, came to an end. The purpose of this article is to demonstrate how the implementation of principles of commitment, trust and transparency in practice led to the successful conclusion of the process. The research method was qualitative research, using semi-structured interviews, in the process where involved 12 people.
If the inline PDF is not rendering correctly, you can download the PDF file here.
1. Bachmann R. & Inkpen A. C. (2011). Understanding institutional-based trust building processes in inter-organizational relationships. Organization Studies 32(2) 281-301.
2. Beyerlein M. M. & Harris C. L. (2004). Guiding the journey to collaborative work systems: A strategic design workbook. San Francisco: Pfeiffer.
3. Bryman A. & Bell E. (2015). Business research methods (4th ed.). U.S.A: Oxford University Press.
4. Charmaz K. (2014). Constructing grounded theory: A Practical Guide Through Qualitative Analysis (2th ed.). London: Sage Publications.
5. Creswell J. W. (2014). Research Design: Qualitative Quantitative and Mixed Methods Approaches (4th ed.). London: Sage Publications.
6. Fasel D. K. (2000). Partnering in Action: A Guide for Building Successful Collaboration across Organizational Boundaries. Oxford: How To Books Ltd.
7. Fisher R. Ury W. L. & Patton B. (2011). Getting to yes: Negotiating agreement without giving in. New York: Penguin Books.
8. Government Resolution (2014) Israel Prime Minister's Office Government Secretariat Government Resolution No. MH/5 (Hebrew).
9. Gray B. (1989). Collaborating: Finding common ground for multiparty problems. San Francisco: Jossey-Bass Inc.
10. Hancock D. R. &Algozzine B. (2011). Doing case study research: A practical guide for beginning researchers. (2th ed.). New York: Teachers College Press.
11. Harpaz Y. (2015). Secrets of Winning Partnerships. Tel-Aviv: Media-10 Publisher Ltd. (Hebrew).
12. Kelly M. J. Schaan J. L. &Joncas H. (2002). Managing alliance relationships: key challenges in the early stages of collaboration. R&D Management 32(1) 11-22. UK: Blackwell Publishers Ltd.
13. Kuttner R. (2011). Conflict specialists as leaders: Revisiting the role of the conflict specialist from a leadership perspective. Conflict Resolution Quarterly 29(2) 103-126.
14. Lax D. & Sebenius J. (1986). The Manager as Negotiator: Bargaining for Cooperation and Competitive Gain. New York: The Free Press.
15. Olson J. G. (2004). Co-development: Collaborating across boundaries on joint strike fighter. In M. Beyerlein D. Johnson & S. Beyerlein (Ed.). Advances in Interdisciplinary Studies of Work Teams vol. 10 Complex collaboration: Building the capabilities for working across boundaries (pp. 27-58). UK: Elsevier Ltd.
16. Perri 6. Leat D. Seltzer K. & Stoker G. (2002). Towards holistic governance: The new reform agenda. London: Palgrave.
17. Prescott D. &Stibbe D. T. (2017). Better together: Unleashing the Power of the Private Sector to Tackle Non-Communicable Diseases. Oxford: The Partnering Initiative
18. Smith M. L. (2005). Team-member exchange and individual contributions to collaborative capital in organizations. In M. Beyerlein S. Beyerlein& F. A. Kennedy (Ed.). Collaborative capital: Creating intangible value. Vol. 11. Advances in Interdisciplinary Studies of Work Teams (pp. 161-181). London: Elsevier.
19. Southern N. L. (2005). Creating cultures of collaboration that thrive on diversity: A transformational perspective on building collaborative capital. In M. Beyerlein S. Beyerlein & F. A. Kennedy (Ed.) Collaborative capital: Creating intangible value. Vol. 11. Advances in Interdisciplinary Studies of Work Teams (pp. 33-72). London: Elsevier.
20. Swärd A. (2016). Trust reciprocity and actions: The development of trust in temporary inter-organizational relations. Organization Studies Volume: 37 issue: 12 page(s): 1841-1860.
21. Thomas W. K. &Kilmann H. R. (2017). Thomas-Kilmann Conflict Mode Instrument. CPP Inc. retrieved from: https://shop.cpp.com/pdfs/smp248248.pdf [Accessed 20.02.2018].
22. Walker R. Smith P. & Adam J. (2009). Making partnerships work: issues of risk trust and control for managers and service providers. Health Care Analysis 17(1) 47- 67 DOI 10.1007/s10728-008-0094-8.