Collective identity and multi-party collaboration: Steering and connecting in a context of differences

Abstract

This dissertation investigates the role of collective identity and its development in the effective functioning of multi-party collaborations without a hierarchical structure. Such collaborations, in which at least three autonomous organizations work together for an extended period, are complex due to significant mutual differences, multiple dependencies, and the absence of formal authority. Practice shows that only half of these collaborations are perceived as successful. The research posits that the concept of 'collective identity'—the focus on who the parties are and want to be collectively—is crucial for creating an effective collaboration. Methodologically, a qualitative, interpretive study was conducted over a three-year period involving two case studies: Utrecht Science Park (USP) and Uzelf. The data analysis followed the principles of grounded theory. The research identified five dimensions through which stakeholders define their collaboration: (1) who belongs and on what basis, (2) what the parties do together, (3) who benefits from the collaboration, (4) the operational area, and (5) the bond that exists between the parties. The strength of the collective identity is determined by the degree to which these characteristics and their meanings are shared. The development of collective identity progresses through three distinct phases: a conceptualization phase, a focus phase, and an adjustment phase. This process evolves from a collection of actors to a collective actor, and finally to a coherent entity focused on results and impact. This development is influenced by 31 factors across four categories: external environment, motivations, governance, and the emotional and communication climate, with the latter two emerging as the most decisive. The analysis of the 'we-feeling' shows that this can exist in ten different compositions, from initiating parties to the collective as a whole. A positive relationship with the collaboration's functioning occurs when the 'we-feeling' grows across different levels and results are attributed to the collective. A negative relationship arises when the 'we' is not internalized or when 'we-they' dynamics emerge. The conclusion is that developing a strong collective identity is a prerequisite for creating effective collaborative relationships. In practice, the identified five dimensions can be used as a discussion and evaluation tool to strengthen this identity. A key recommendation is to appoint neutral individuals and establish an inclusive consultation structure that promotes an open and learning-oriented climate. Theoretically, the model of the five dimensions offers an instrument for further research into multi-party collaborations.