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Acknowledgments; 1. Frameshifting: Lateral Thinking for Collaborative Public Management, Lisa Blomgren Bingham, Rosemary O'Leary, and Chris Carlson; 2. The Paradoxical Nature of Collaboration, David R Connelly, Jing Zhang, and Sue Faerman; 3. Intersectoral Collaboration and the Motivation to Collaborate: Toward an Integrated Theory, Beth Gazley; 4. Failing into Cross-Sector Collaboration Successfully, John M. Bryson and Barbara C. Crosby; 5. Incentivizing Collaborative Performance: Aligning Policy Intent, Design, and Impact, Patricia Wallace Ingraham and Heather Getha-Taylor; 6. Linking Collaboration Processes and Outcomes: Foundations for Advancing Empirical Theory, Ann Marie Thomson, James L. Perry, and Theodore K. Miller; 7. Legitimacy Building in Organizational Networks, Keith G. Provan, Patrick Kenis, Sherrie E. Human; 8. Managing for Results Across Agencies: Building Collaborative Capacity in the Human Services, Stephen Page; 9. Collaboration for Knowledge: Learning from Public Management Networks, Robert Agranoff; 10. Institutional Collective Action and Local Government Collaboration, Richard C. Feiock; 11. Outcomes Achieved Through Citizen-Centered Collaborative Public Management, Terry L. Cooper, Thomas A. Bryer, and Jack W. Meek; 12. The Space Station and Multinational Collaboration: A Merger of Domestic and Foreign Policy, W. Henry Lambright and Carla Pizzarella; 13. Legal Frameworks for Collaboration in Governance and Public Management, Lisa Blomgren Bingham; 14. Learning to Do and Doing to Learn: Teaching Managers to Collaborate in Networks, Lisa Blomgren Bingham, Jodi Sandfort, and Rosemary O'Leary; Index; About the Editors and Contributors.

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