What Makes a Key Player in Interorganizational Social Policy Networks? The Case of Uruguay

ABSTRACT

Networks of organizations involved in public policy implementation require strong interaction, concerted action and high degrees of collaboration to be effective. However, little is known about how different types of organizations involved in implementation of multi-sectoral social policies interact in these networks. In this article the relationship between organizational characteristics and network position is explored, as well as how the intensity of collaborations can also determine organizations’ involvement in networks. The nature of funding (public/private) and the remit of activity of organizations are found to determine their influence and importance in social policy networks. Furthermore, the network position of the organizations also depends on the level of intensity of their interactions. These results can guide public administrators when developing and promoting networks to involve a particular type of actor and also policymakers as to which types of ties are more aligned with the implementation of a particular policy.     

Polish ‘Temporary’ Migration: The Formation and Significance of Social Networks

This article is based on in-depth interviews with migrants in different locations in Poland and the UK and explores Polish migrant decision making in both countries. In particular, we ask how migrants build networks, how this influences their decisions about the duration of their stay abroad, and the implications of network building for community cohesion. Networks exist within the sending country; between the sending and the receiving country; within diasporas; and between diasporas and the receiving community. Our article considers the first three sections of this chain.     

Measuring Network Structure

Networks have been a research issue in public administration for many years. Because of the difficulty of measuring networks, they have often been treated as a metaphor, a conceptual scheme, or a management technique (networking). The work on networks in public administration is almost all of the case study and rarely of the comparative case variety. This article presents the results of two studies of networks using social network analysis as a technique for studying structural relationships between organizations. This technique is utilized to show both the research and practical potential of network analysis as an evaluation methodology for organizations that jointly produce a service. In the first study, the network provides mental health services to seriously mentally ill adults. In the second study, the network attempts to prevent young people from abusing drugs and alcohol. The two studies were undertaken for different reasons. The first was an elaborate comparative study of four mental health networks and the relationship between network design and performance. The second was a much simpler consulting effort to help a local prevention partnership create linkages to other community organizations. However, in both of the studies the goal was to measure the structural ties in the network based on various types of relationships that exist in a given field of practice. These linkages are ties that bind the network together and become data that can be used to compare networks on their degree and type of integration. The article makes the argument that links in a network are one way that scholars can compare networks in similar or different policy domains. At the same time, the article argues that analysing linkages in an organization's network is an effective and practical means of determining how well integrated any given organization is in a network.     

Changing the Culture of a Hospital: From Hierarchy to NetworkedCommunity

This article is a case study of a large-scale change programme within an NHS hospital. Drawing upon ethnographic data collected over a two-year period of intensive research involvement, it tells how the hospital struggled to transform itself from a rigid and divided 'hierarchy' into a more flexible and collaborative 'networked community.' The paper describes the model of change devised for this purpose, and seeks to capture the lessons learned on the rocky road to network organizing. It concludes that the full potential of networks will only be realized if there are correspondingly dramatic changes in culture, relationships and skills, all of which have to be addressed as part of an overall organization development effort. Networks are more than just a new organizational form; they are also a new paradigm for the professional organization, which is encapsulated in the notion of the 'network culture.'     

Beyond dark and bright: towards a more holistic understanding of inter-group networks

Networks are becoming a popular organizational form for structuring human activities. To date, scholars have addressed networks in a variety of fields, including sociology, economics, public administration, criminology, political science, and international security. However, little has been done so far to systematically examine the similarities, differences, and connections between network forms of organization across different academic disciplines. This has important implications for both theory and practice. The lack of attention paid to organizational similarities and differences prevents the exchange of knowledge developed across fields. In turn, policy-makers cannot take full advantage of existing research, and may miss opportunities to improve the work of some networks and combat that of others. To address this gap in the literature, this paper uses the combination of organizational environments and organizational goals to develop a new typology of inter-group networks, and thus improve our understanding of how human behaviour is coordinated through networks.     

Management of Transnational Think Tank Networks

Transnational networks of think tanks are a new and growing phenomenon. Existing networks can be classified into three groups depending on their primary goal, incentives they give for think tanks to participate, basis for membership, and the degree of network coherence. This paper examines eight specific tasks that managers of think tank networks must address and how the tasks differ according to the four characteristics of the network just listed.     

Network tasks and accountability: A configurational analysis of EU regulatory networks

Intergovernmental networks have become a prominent cooperative mechanism to deal with trans-boundary and interdependent problems. Yet, we still have limited knowledge of how these collaborative endeavours are governed, which is crucial to properly understanding how they function. This article empirically examines the structural governance configurations of rule-enforcing networks in the European Union. The article relies on data from 37 networks with rule-enforcing tasks and conducts a qualitative comparative analysis. We find three basic governance structure configurations used by rule-enforcing networks: first, a configuration with legal accountability, which is characterized by having a board of appeals; second, one with administrative accountability that, in addition to a board of appeals, has powerful executive boards and professional experts in the network plenary; and a third one with democratic accountability that incorporates legislative representatives in the network plenary. We argue that these results show how network tasks are related to accountability and governance.     

Strategizing Public Sector Human Resource Management: The Implications of Working in Networks

Networks have come to the fore as a means by which government can achieve its strategic objectives, particularly when addressing complex or “wicked” issues. Such joined-up arrangements differ in their operations from other forms of organizing as they require collaborative effort to deliver the collaborative advantage. Strategic Human Resource Management is concerned with the matching of human resource practices to the strategic direction of organizations. It is argued that the strategic direction of government has been towards network involvement and that, as a result, a reconfiguration of Human Resource Management practices is needed to support this new direction. Drawing on eight network case studies findings are presented in relation to the roles government is expected to play in networks and conclusions are drawn about what types of human resource management practices would best support those roles. Implications for Strategic Human Resource Management are posited.     

Introduction: Networks in Public Administration

In the introductory article to the special issue on Comparing Networks, the editors discuss the meaning of the concept of networks in relation to other recent conceptual developments in public administration such as (neo)institutional and (neo)managerial analysis. They trace the broadly understood historical development of network analysis back to the late 1960s and early 1970s and highlight some important factors in its development up to the present-day demands placed on public administration by both globalization and decentralization. The result is organizational fragmentation. Network analysis makes it clear that people working in government and administration will have to learn to think of organization as an external, not internal activity. The prospect is that hierarchical control will be replaced by continuing processes of bargaining among interested parties within most fields of public administration.     

OPEN SYSTEMS AND CLOSED NETWORKS: POLICY NETWORKS AND THE EMERGENCE OF OPEN SYSTEMS IN LOCAL GOVERNMENT

New information and communications technologies (ICTS) continue to consume an increasing proportion of local government expenditure. Contemporary explanations of why and how these technologies are introduced into organizations, however, are limited to accounts of strategic decisions taken by individual organizations. This article offers a new understanding of why and how ICTS are introduced into organizations by developing the emergent concept of policy networks to analyse the adoption of open systems in local government. In developing this analysis, the article advances the policy networks concept by arguing for a range of sectoral sub-networks which have emerged around the broader ICT network. Following from this, it identifies the principal actors in the local government ICT network, and their relationships. Finally, it presents a case study of the network in action, in the form of an analysis of the adoption of open systems technology in one metropolitan borough council.     

BEWARE OF MANAGERS NOT BEARING GIFTS: HOW MANAGEMENT CAPACITY AUGMENTS THE IMPACT OF MANAGERIAL NETWORKING

Networks and managing in the network have been central concerns of public management scholars for years ( Provan and Milward 1991 ; O’Toole 1997 ; Agranoff and McGuire 2003 ; Herranz 2008 ). The literature has investigated the extent of networks ( Hall and O’Toole 2004 ), the appropriate way to measure networks and networking behaviour ( McGuire 2002 ; Meier and O’Toole 2005 ), and the role that networking plays in improving organizational performance ( O’Toole and Meier 2003 ). Although there are qualifications in the literature to the rosy scenario that managing in the network is always a good thing ( O’Toole and Meier 2004 ), and although the benefits of managerial networking show diminishing returns ( Hicklin et al. 2008 ), there has not been much investigation of the factors that enhance or detract from networking's impact on performance. This study examines the interactive relationship between management capacity and managerial networking using a panel of several hundred public organizations over an 8‐year period. The empirical results show that managerial capacity does interact with networking and enhances the positive impact of networking over an array of performance indicators. At the same time, building managerial capacity is a central management choice, and that decision has ramifications for organizations that are not always positive. The paper concludes with the managerial implications of the strategic choice to build management capacity.     

Inside the Matrix: Integrating the Paradigms of Intergovernmental and Network Management

Abstract

The basic research concepts of intergovernmental and network management are examined with regard to blending the two into a unified theory of collaborative management. A substantial literature in both fields has emerged and is ripe for conceptually enhancing interorganizational management in the public sector. The collaborative management concepts forwarded emanate from the authors' comprehensive study of collaborative public management in 237 cities. The major concerns that are found to be ready for knowledge unification include: (1) multiple network complexity and the emergence of governance through policy networks, (2) strategic behavior and its implementation through networks, (3) the role of government institutions in network governance, and (4) the use of myriad policy instruments and multiorganizational activity. Each of these research arenas are representative of the kind of knowledge base that can be blended and extended to help public managers understand how to operate in the vertical/horizontal matrix of intergovernmental network management.     

Civil society knowledge networks: how international development institutions reshape the geography of knowledge

What role have the processes and institutions of international development played in creating and propagating ideas around the world? This paper demonstrates that networks of development-focused civil society institutions can form global epistemic bridges even where communication technology, global markets, infrastructure, or state services do not reach. Given the penetration of these ‘civil society knowledge networks’ throughout the world, it is crucial to understand how these networks form, and how they create and spread ideas, mediating between global discourses and local needs. This paper builds on a multi-sited case study of one such civil society knowledge network, which includes an international foundation, its partner non-governmental organisations (NGOs) in Kenya, and one village where these NGOs run a forest conservation project. The case study provides a closely textured analysis of the mechanisms of knowledge production and consumption in the network, including personality politics, language, technology, political connections and the power dynamics of knowledge flows. It demonstrates the ways remoteness and disconnection are overcome through the epistemic reach of institutional networks involved in development interventions.     

Explaining collaboration in consensual and conflictual governance networks

The conditions under which policy beliefs and influential actors shape collaborative behaviour in governance networks are not well understood. This article applies exponential random graph models to network data from Finland and Sweden to investigate how beliefs, reputational power and the role of public authorities structure collaboration ties in the two countries’ climate change governance networks. Results show that only in Finland's conflictual climate policy domain do actors collaborate with those with similar beliefs and with reputational power, while only in Sweden's consensual climate policy domain do public authorities play central impartial coordinating roles. These results indicate that conflict is present in a governance network when beliefs and reputational power determine collaboration and that it is absent when public authorities occupy central roles. They also suggest that relative success in climate policy action is likely to occur when public authorities take on network manager roles.     

Managing policy‐making in the local climate governance landscape: The role of network administrative organizations and member cities

Trans‐municipal networks (TMNs) have reshaped the landscape around local government action on global climate policy. Past research has focused on why cities join TMNs and the impact that membership has on local action. This study considers a potential reverse effect: namely, that cities' membership choices position them to influence TMNs' overall priorities. In considering this, we emphasize the role of network administrative organizations (NAOs) and posit that the multiple climate‐related networks, which share members and operate in overlapping geographic and issue spaces, are bound together as part of a meta‐network. We utilize social network analysis and data on membership in four climate‐related TMNs to examine the factors that shape how cities can influence meta‐network priorities. We find that cities with local vulnerabilities tend to be located in network positions that enable them to influence the meta‐network's overall priorities.     

Network Formation During Disasters: Exploring Micro-Level Interorganizational Processes and the Role of National Capacity

Despite common assumptions about the processes associated with interorganizational network formation, the resulting structures and relevant factors often vary. This variation suggests that there are likely contextual or meta-network variables that moderate the influence of well-established micro-level mechanisms. Because much of the existing research on disaster response networks relies on single case studies, the role of meta-network variables in shaping network formation remains unexplored. We look to fill this gap by comparing network formation patterns in multiple countries that vary in their disaster management capacity. This article uses social network analysis to analyze the formation of response networks after earthquakes in Indonesia, Haiti, and Japan. This study contributes to existing literature by examining how transitivity, homophily, and brokerage vary in their salience under different macro-level constraints. The results suggest that national response capacity may influence the jurisdictional level at which bridging and bonding strategies take place.     

Network Powers: strategies of change in the multipolar system

Abstract

The multipolarity of the 21st century is fundamentally different from that of its harbingers because in the past decade change and innovation have been induced through sites of negotiation and by the establishment of intergovernmental foreign policy networks. New powers like Brazil, China and India have gained relative weight thanks to their status as agenda setters, brokers and coalition builders. This paper examines the relevance of different foreign policy networks such as India–Brazil–South Africa ( ibsa ) and Brazil–South Africa–India–China ( basic ) for their strategic approaches and argues that they are crucial vehicles for their ascension. Drawing on the work of Hafner-Burton et al, who raised the question of how states increase their power by enhancing their network positions, a typology of foreign policy networks is proposed: mediation, advocacy and substitution networks play important roles in today’s shifting global order. The paper analyses how the different network types work together and how particular states have adapted better to the new environment than others.