Interorganizational collaborations have emerged as a critical strategy for addressing some of the most intricate and multifaceted challenges faced by modern society, particularly within the health care sector. These partnerships manifest in various forms, including strategic alliances, interorganizational networks, joint ventures, and public-private partnerships. Their success, however, is contingent not only on collective expertise devoted to a shared objective but also on the capacity of participants to leverage the specialized knowledge and capabilities of their collaborators to fulfill their own organization-specific goals. This subtle but powerful dynamic — the spillover effect where independent organizational benefits reinforce collective engagement — is increasingly recognized as vital for sustaining such collaborations over time.
A groundbreaking study conducted by organizational behavior experts at Carnegie Mellon University and Santa Clara University sheds new light on this phenomenon, revealing the nuanced mechanisms by which participants in interorganizational teams can identify and utilize expertise for their own ends without undermining the joint mission. Published in Health Care Management Review, this research challenges prevailing assumptions about stability within collaborations by emphasizing the pivotal role of stable personal relationships among representatives, not just organizational commitment.
While the theoretical benefits of interorganizational collaborations have been widely touted, practical engagement presents persistent challenges. As Anna T. Mayo, assistant professor at Carnegie Mellon’s Heinz College, notes, sustaining enthusiasm and active participation is difficult, even when participants perceive direct advantages relevant to their own organizational priorities. The study highlights that such “spillover effects” are crucial for maintaining ongoing involvement but are often limited by hidden expertise and insufficient awareness of others’ independent goals.
To explore these dynamics, researchers focused on a successful U.S. health care alliance aimed at empowering and accelerating specialized clinical centers. Over seven years, the alliance cultivated a complex knowledge ecosystem, documented through interviews with 21 key participants and comprehensive archival analysis, including meeting minutes and alliance records. This longitudinal approach allowed for an in-depth examination of the subtle interplay between collaborative and independent objectives.
One of the most striking findings from the analysis is the revelation that relevant expertise often remains latent or inaccessible precisely because it does not align directly with the alliance’s overarching joint goals. Common recommendations urge participants to juggle attention between collective and individual aims; however, this study stresses a deeper level of mutual goal awareness. Crucially, participants must develop insight into the independent goals of their colleagues’ organizations, which requires proactive mechanisms for enhancing interorganizational transparency and knowledge sharing.
Key mechanisms identified to facilitate this sophisticated awareness include representative stability, developed interpersonal relationships, and formal organizational processes explicitly designed to prompt discussion and reporting on independent goals. Stability here refers not merely to consistent organizational involvement — which can be misleading — but to the continuity of specific individuals representing their organizations within the alliance. These representatives act as cognitive anchors, preserving vital expertise and relational capital that might otherwise be lost through personnel turnover.
Esther Sacket, assistant professor at Santa Clara University, elaborates on this point by cautioning against the illusion of stability at the organizational level. Even when institutions remain engaged, frequent turnover among individual representatives can disrupt knowledge flows and dissipate relational trust. She argues that maintaining core personnel within alliances, when possible, strengthens not just interpersonal connections but also fosters a more robust transfer and leveraging of expertise. Where stable representation cannot be assured, intraorganizational handoffs and systematized tracking tools — such as expertise dashboards and centralized repositories — become essential to mitigate information loss.
Beyond individual and organizational continuity, formalized routines and protocols emerge as indispensable in supporting goal and expertise awareness. Regular “report-out” sessions during alliance meetings, for instance, serve as structured opportunities to spotlight unrelated independent goals, thereby unearthing hidden resources and capabilities. These formal mechanisms augment informal interpersonal exchanges, ensuring that diverging objectives are made visible and strategically harnessed.
The implications of this study extend far beyond the immediate context of health care alliances. In an era where cross-sector collaboration is increasingly imperative to tackle global challenges — from climate change to public health crises — understanding the microdynamics of expert leveraging within teams offers invaluable guidance. The findings suggest that fostering enduring human connections and embedding formal practices that encourage shared awareness are critical to unlocking the latent potential within interorganizational ecosystems.
Nevertheless, the authors acknowledge limitations in their work, noting the relatively small sample size and the need for further inquiry to establish causal relationships and assess the effectiveness of recommended practices in diverse settings. Future research would benefit from experimental or longitudinal designs that test interventions aimed at improving representative stability and formal collaboration routines.
In sum, this study illuminates the intricate and often overlooked processes that enable participants in interorganizational health care collaborations to identify and apply expertise in ways that advance both joint and independent goals. By redefining stability to prioritize individual roles within the collective and by promoting systematic attention to the independent missions of partners, alliances can enhance their resilience and effectiveness.
Such insights are particularly timely, given the accelerating complexity of health care delivery and policy landscapes. As alliances strive to evolve and adapt, embedding these mechanisms could redefine the scope and impact of collaborative ventures, leading to more sustainable and innovative outcomes.
Carnegie Mellon University and Santa Clara University’s research thus offers a critical roadmap for practitioners and scholars alike, encouraging a shift in how collaborative success is conceptualized and operationalized. By prioritizing human continuity and shared awareness, interorganizational collaborations can move closer to realizing their transformative potential, benefiting not only individual members but the broader systems they serve.
Subject of Research: Leveraging expertise in interorganizational teaming within health care alliances, focusing on how goal awareness and expertise awareness support independent and joint objectives.
Article Title: Leveraging expertise in interorganizational teaming: Exploring the intertwined roles of goal awareness and expertise awareness
News Publication Date: 10-Sep-2025
Web References: http://dx.doi.org/10.1097/HMR.0000000000000456
Keywords: Health care, Health care delivery, Health care policy
Tags: Carnegie Mellon University research on collaborationschallenges in health care collaborationsinterorganizational health care collaborationsjoint ventures in health careleveraging expertise in health partnershipsorganizational behavior in health carepublic-private partnerships in healthspillover effect in collaborationsstable representation in partnershipsstrategic alliances in health caresuccess factors for health collaborationssustaining interorganizational teams
