2026-04-17T02:57:10Zhttps://recercat.cat/oai/request

oai:recercat.cat:2445/2001642025-12-05T05:54:34Zcom_2072_1057col_2072_478808col_2072_478917

00925njm 22002777a 4500 dc Elston, Thomas author Bel i Queralt, Germà, 1963- author 2023-06-30T11:23:44Z 2023-06-30T11:23:44Z 2023-04 2023-06-30T11:23:44Z Resilient organizations maintain functioning during times of unexpected adversity. Collaboration between organizations may enhance resilience by enabling scarce information, resources and capabilities to be leveraged across partners, although it may also impede rapid and flexible decision-making. We test this logic using the case of 'inter-municipal' collaboration in England, analysing how the first COVID-19 lockdown affected provision of Housing Benefit - a locally-administered social-security entitlement. Using OLS, probit, random-effects GLS and Hausman-Taylor estimations on time-series data from 187 lower-tier councils, we find that collaboration provided a degree of resilience, limiting the decline in accuracy objectives, but making no difference to service speed. Administració municipal Administració local Cooperació intergovernamental Anglaterra Gestió Municipal government Local government Intergovernmental cooperation England Management Does inter-municipal collaboration improve public service resilience? Evidence from local authorities in England