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The network form of organisation is becoming increasingly important across many areas of public administration, but most analysts would agree that not enough is known about networks. This article is based on a detailed qualitative study of public sector networks in the field of national security in Australia. It reviews the dynamics and effectiveness of networks as organisational forms in this important field. A methodological framework involving five interdependent levels of analysis-structure, culture, policy, technology and relationships-is put forward to account for the internal dynamics of networks and the conditions that promote their effectiveness. The article concludes with recommendations for analysing networks in ways that can assist with the important task of network management.

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Organisational culture is a complex and heavily contested concept. Not only is it difficult to define what organisational culture is, but it is also very difficult to analyse how it guides and constrains behaviour, and whether and how organisational cultures change. The central argument of this article is that organisational networks can effect cultural change and that the terms ‘structural’ and ‘relational’, which are commonly used to conceptualise the properties of networks, may also provide a useful conceptual framework for understanding cultural change. While there has been some attention directed to the effects of organisational culture for networks, there has been very little attention placed on the potential for networks to shape organisational culture. Based on a detailed qualitative study of networks in the field of ‘high’ policing in Australia, the article draws on interviews with senior members of police and security agencies to explore organisational culture and cultural change. The article puts forward a network perspective on cultural change and aims to advance our knowledge of how security nodes can experience cultural change as they work together in and through networks.