Collaborative Governance Capacity as the Mechanism Linking Metagovernance and Strategic CSR to Public Service Performance: Evidence from Local Governments in Indonesia

Contemporary public service delivery increasingly relies on multi-actor governance arrangements, in which public agencies, private firms, and civil society organizations jointly contribute to public value creation. However, in decentralized governance systems, persistent coordination problems and weak alignment between government steering and corporate social responsibility (CSR) initiatives often limit performance outcomes. This study examines collaborative governance capacity (CGC) as a causal mechanism linking governance, strategic CSR, and public service performance in local Indonesian governments. Drawing on survey data from 200 respondents representing local government officials, CSR managers, and civil society actors, this study employs multiple regression and mediation analysis using Hayes’ PROCESS macro. The findings show that metagovernance and strategic CSR significantly strengthen collaborative governance capacity, which in turn robustly predicts public service performance. The mediation results confirm that CGC fully transmits the effects of metagovernance and strategic CSR on service outcomes, indicating that governance steering and corporate engagement improve performance primarily through enhanced relational and operational collaboration rather than direct intervention. By conceptualizing collaborative governance capacity as a mechanism rather than a contextual condition, this study advances governance and CSR theory. It provides actionable insights for improving public service performance in decentralized multi-actor governance settings.