Cross‐sector collaboration: management decision and change model

Purpose – The purpose of this paper is to examine critically private (for profit), public and not‐for‐profit sector management strategies with a focus to assess and enhance organizational capacity building through cross‐sector collaboration. This topic is considered from both a contemporary and an evolutionary perspective. Design/methodology/approach – This paper is based on research from secondary sources. Findings – This paper identifies barriers to collaboration and measures for effectively creating organizational change to build cross‐sector capacity. Research limitations/implications – While considerable literature exists on organizational change, none includes the need for cross‐sector collaboration to increase management capability to move beyond current economic, social and market development capacity. This study addresses this gap. Practical implications – The adoption of management practices to understand values across sectors will improve effectiveness of organizations across sectors. These recommendations will also facilitate economic development reform efforts of policy makers. Originality/value – The paper, based on original research, makes a significant contribution to the ability to understand managing in a cross‐sector collaborative manner.