These
features
might best be characterised as process attributes and structural at
tributes.
This
is highlighted by Gazley (2010)
who
identifies structure and relation as predictive of
collaborative performance and as key to building collaborative capacity.
From a structural
perspective, collaborations are not dependent on
contractual or formal agreements but driven
instead by the problem at hand.
Control is not necessarily a function of a contract but
dependent upon other factors such a
s
funding and leadership.
Size of the partnership network
is
also
a factor.
Larger
partnerships often br
ing political or financial power
,
but
they can be
difficult to manage whereas smaller partnerships may be more nimble.
Relational
characteristics also are critical to partnerships according to Gazley.
The degree of trust, group
pre
ssures, previous experience,
length of relationships,
and
professional background
factor
s
,
influence the
performance of the collaboration
(Gaz
l
e
y, 2010)