Abst ract Effective interorganizational collaboration is a pivotal ingredient of any com m unity or nation's capacity to prepare for and bounce back from disruptive crisis events. The boom ing research eld of collaborative public m anagem ent (CPM) has been yielding im portant insights into such collaboration that as yet await transfer to the study of crisis m anagem ent (CM). Also, w e argue that the general CPM literature has not suf ciently addressed the distinctive collaboration challenges involved in coping w ith crises. This article bridges this tw ofold gap. Based on a system atic review of prior research in collaborative CM , this study identi es dom inant areas of theoretical em phasis, m ethodological practices, and patterns of em pirical enquiry. The article highlights areas w here CPM research has potential to further inform the understanding of collaborative CM , including perform ance, success factors, m anagerial skills, and learning. The article then identi es ve properties associated w ith CM-uncertainty, leadership, m agnitude, costs, and urgency-w hich deserve further analysis to advance the understanding of the application of CPM principles and strategies. We conclude w ith outlining a research agenda and offering a set of testable propositions aim ed at investigating the likelihood of effective collaboration in different types of crises and as expected in different CM paradigm s. Int roduct ion N atural hazards, terrorism, pandemics, economic turmoil, large scale accidents and other intractable problems require an assemblage of organizations to collaborate, some continuously and some temporarily, in multiple areas and often across different levels of government (Comfort et al. 2010; Q uick and Feldman 2014). M any scholars maintain that crisis management (CM) constitutes a practice that is particularly germane to collaborative public management (CPM), which lies close to related concepts, such as collab-orative governance (Emerson, N abatchi, and Balogh 2012), and is commonly understood as " the process of facilitating and operating in multi-organizational arrangements to solve problems that cannot be solved or easily solved by single organizations. Collaborative means co-labor, to achieve common goals, often working across boundaries and in multi-sector and multi-actor relationships. Collaboration is based on the value of reciprocity and can include the public" (Agranoff and M cGuire 2003a, 4). In this article, we take stock of recent developments in CPM and CM research to investigate how a dialogue between these related elds may help advance research on collab-orative CM. We explore what key insights and lessons from CPM and CM research should inform the understanding of contemporary crisis governance, and what speci c properties of crisis preparedness, response and recovery may hinder and foster the practical application of CPM principles and strategies. Crises, and hence CM , have functional and political dimensions. From a functional perspective, crises denote situations or events that threaten core values , require immediate action, and must be managed Downloaded from https://academic.oup.com/ppmg/advance-article-abstract/