Cross-sectoral collaboration to address social problems is becoming more widespread. To assess the potential for the formation of cross-sectoral collaborations, this article explores the two most critical factors that influence an organization's willingness to participate: its stakes in solving the problem relative to its fundamental interests, and its degree of perceived interdependence with other groups in devising a solution. Two patterns of evolution toward collaborative formation are identified: movement from interdependence to interests, and movement from interests to interdependence. These patterns are illustrated by two case studies about successful cross-sectoral collaborations, one to improve a regional transportation system and one to create the first comprehensive regulations for underground chemical storage tanks.
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