Resumen
The contribution of sustainable public administration to the promotion of sustainable development is increasingly emphasized in the literature, including through an emerging and facilitating concept: collaborative administration. The sustainability of public organizations and of the public interventions carried out by these organizations is a central pillar of a modern administrative model, the desideratum of any government agenda. For this reason, the aim of this paper is to contribute to a more nuanced view on the relationship of sustainable development?institutional sustainability?collaborative dimension, covering some gaps that prevail in the literature by contextualizing the theoretical hypotheses in a case study. The novelty and added value of the research lies in establishing links between these three concepts by referring to a fourth concept: organizational intelligence. The study uses theoretical instruments, such as a questionnaire based on the design model proposed by Lefter et al., for the indirect assessment of the collaborative dimension. The outcomes demonstrate that the collaborative dimension of a public organization can be quantified using the proposed model. Moreover, organizational plans that promote the sustainability of public administration and sustainable development are identified. However, additional complementary studies are required to further investigate the cause-and-effect relationship between sustainable development, institutional sustainability, and collaborative dimensions.