Mobile Trust,Enacted Relationships: Social Capital in a State-Level Policy Network

ABSTRACT

What holds a policy network together? Our previous work on policy networks and “network systems” (Rethemeyer 2005 Rethemeyer , R. Karl. 2005 . “Conceptualizing and Measuring Collaborative Networks.” . Public Administration Review 64 ( 6 ): 62 – 66 . [Google Scholar]; 2007a,b; Rethemeyer and Hatmaker 2008 Rethemeyer , R. Karl and Deneen M. Hatmaker. 2008 . “Network Management Reconsidered: An Inquiry into Management of Network Structures in Public Sector Service Provision.” Journal of Public Administration Research and Theory 18 : 617 – 646 .[Crossref], [Web of Science ®] , [Google Scholar]) suggests that personal social capital, organizational social capital, and resource dependence are complementary bases for cohesion in policy networks. In this article we take up the challenge issued by Ibarra, Kilduff, and Tsai (2005 Ibarra , Herminia , Martin Kilduff , and Wenpin Tsai. 2005 . “Zooming In and Out: Connecting Individuals and Collectivities at the Frontiers of Organizational Network Research.” . Organization Science 16 ( 4 ): 359 – 371 .[Web of Science ®] , [Google Scholar], 359) to “bring the individual back in” to network studies by examining the dynamics between individual and organizational social capital (a process that has not been fully developed in the literature) and to tighten the connection between social capital and resource dependence. Although researchers acknowledge that personal social capital contributes to organizational social capital (Knoke 1999 ——— . 1999 . “Organizational Networks and Corporate Social Capital.” Pp. 17 – 42 in R. T. A. J. Leenders and S. M. Gabbay , eds., Corporate Social Capital and Liability . Boston : Kluwer Academic Publishers . [Google Scholar]; Burt 1992 Burt , Ronald S. 1992 . Structural Holes . Cambridge , MA : Harvard University Press . [Google Scholar]), to our knowledge, no studies have examined how it contributes in a longitudinal, interorganizational policy network study.In this paper we present findings from a longitudinal case study of an adult basic education policy network between 1998 (“Wave 1”) and 2005 (“Wave 2”) in a state we have pseudonymed “Newstatia.” Using the theoretical framework from the first section and the case findings in section three, we weave together social capital and resource dependence to present the concept of “enacted interorganizational relationships.”