To the summit and beyond: Tracing the process and impact of collaborative performance summits
利用纵向数据追踪18个合作伙伴的峰会流程，发现峰会确实能提升绩效，但关键不在于讨论的问题或改变意图，而在于多数参与者获得全面洞察。
Abstract Interactive routines such as collaborative performance summits are thought to help collaborating organizations assess and improve their performance. However, there is little systematic evidence to substantiate this claim. This study leverages a longitudinal dataset to examine the summit process and identify the difference between summits that have an impact on performance and those that do not. The study explicates the assumed causal process and traces 18 partnerships as they prepare, conduct, and follow‐up a summit. The analysis provides evidence for the positive impact of summits, but also shows that the process unfolds differently than expected. Neither the range of performance issues that actors bring to the summit nor the intentions for change they formulate at the end of the meeting are key differentiators. The hallmark of impactful summits emerges to be a large share of participants gaining comprehensive insights. These findings have implications for collaborative performance management research and practice.