Evaluating the effectiveness of interorganizational relations through networks

Mandell, Myrna; Keast, Robyn

doi:10.1080/14719030802423079

Cited by 134 publications

(143 citation statements)

References 29 publications

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“…Suas origens datam dos estudos seminais realizados na década de 90 por Provan e Milward (1994. Com a ascensão das iniciativas de cooperação entre empresas e a descentralização em rede da instituição de políticas públicas, as publicações científicas sobre o tema vêm se expandido (MANDELL; KEAST, 2008;SØRENSEN;TORFING, 2009;TURRINI et al, 2010), inclusive abordando suas questões e implicações gerenciais (BORGSTRÖM, 2013). Em sua origem, a eficácia era explicada apenas por fatores estruturais e contextuais, como a integração de rede, o controle externo e a estabilidade do sistema (PROVAN; MILWARD, 1995).…”

Section: Governança E Eficácia De Redes Interorganizacionaisunclassified

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

2017

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Descrever os mecanismos de governança utilizados em redes de cooperação que geram distintos níveis de eficácia. Originalidade: a governança de redes interorganizacionais tem recebido crescente atenção do meio acadêmico, mas sua influência na eficácia das iniciativas de cooperação permanece pouco conhecida. O estudo contribui para a teoria sobre governança de redes e gera indicativos aos gestores sobre como organizar a governança. Aspectos metodológicos: de uma amostra de 50 redes de cooperação estabelecidas no sul do Brasil, foram selecionadas as cinco que proporcionaram os mais altos níveis de eficácia, bem como as cinco que proporcionaram os menores níveis de eficácia. A coleta de dados ocorreu por meio de entrevistas em profundidade com três representantes de cada rede, totalizando 30 entrevistas. Resultados: há diferenças significativas na governança dos dois grupos. Redes com níveis mais altos de eficácia adotam um modelo de governança por Organização Administrativa da Rede, com maior centralização das decisões, maior nível de formalização de processos e equipes especializadas. Redes com menores níveis de eficácia mantêm um modo de Governança Compartilhada, em que as decisões são pouco centralizadas, com baixo nível de formalização de processos e limitada especialização. Conclusões: A pesquisa contribui para a compreensão da influência que os modos e mecanismos de governança têm na eficácia de redes de cooperação. Como implicações gerenciais aponta os mecanismos de governança que podem potencializar as iniciativas de cooperação em rede.

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Section: Governança E Eficácia De Redes Interorganizacionaisunclassified

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

2017

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“…In line with this view, one may assess the effectiveness of cooperation by looking at what the involved actors did and how they interacted. As Koppenjan [20] and Mandell and Keast [23] already implicitly mentioned, interactions between cooperative actors range from more shallow forms (e.g., cooperation about drinking cups of tea) compared with deeper forms (e.g., cooperation about creating joint processes or new organizational configurations). Thus, it is often assumed that cooperation is more effective when the cooperative actors achieve more deeper forms and higher intensity of inter-organizational activities [24].…”

Section: Inter-organizational Activities As Outcomes Of Cooperationmentioning

confidence: 99%

“…To specify variation in inter-organizational activities, this study adopts the framework by Mandell and Keast [23], which distinguish three levels of intensity of the inter-organizational activities.…”

Section: Inter-organizational Activities As Outcomes Of Cooperationmentioning

confidence: 99%

What Conditions, in Combination, Drive Inter-Organizational Activities? Evidence from Cooperation on Environmental Governance in Nine Urban Agglomerations in China

Mu¹,

Jia²,

Leng³

et al. 2018

Sustainability

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Abstract:This study investigates what conditions, in combination, drive varying levels of intensity of inter-organizational activities regarding cooperation on environmental governance in nine urban agglomerations in China. This article distinguishes strong and weak inter-organizational activities; and through a literature review, the article distills five conditions influencing inter-organizational activity, including vertical meta-governance, horizontal meta-governance, leadership, autonomous capacity disparity and environmental status disparity. While these conditions are clearly unique, it is unclear if any of these conditions are necessary or sufficient and how they work collectively, for varying degrees of inter-organization activities. Through the method of Qualitative Comparative Analysis (QCA), the article examines this question. The findings suggest that strong horizontal meta-governance and strong leadership are both necessary conditions for strong inter-organizational involvement in joint environmental governance. Small disparities in autonomous capacity and environmental status are sufficient conditions for strong inter-organizational activities. Strong vertical meta-governance is neither a necessary nor a sufficient condition. The QCA results reveal that local authorities should put energy in developing their formal structures favorable for cooperation and that local leaders should develop skills to facilitate joint actions between member cities in an agglomeration.

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“…actors getting together, agreeing on common goals and norms); struggle for stability (gaining legitimacy and skill development by the participants); routinization (internalization of the norms/rules); and network extension/growth which involves forging of new linkages with other networks or registering new members into the network. This can be interpreted as a maturing process through which the operational efficiency of the network increases as relations are established, psychological contracts are nurtured, and first conflicts are confronted (Jacobsen, 2012;Mandell & Keast, 2008). These processes can typically be seen in international and regional co-operations such as the UN, EU and the AU.…”

Section: Short-lived Vs Permanent Networkmentioning

confidence: 99%

From state control to network governance of primary education in Tanzania: has local empowerment been attained?

Masue

Swai

2015

jpag

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Governance networks have recently become popular and apparently indispensable in public administration especially due to the fact that we are operating in the context of complex, fragmented and multi-layered societies. The purpose of this theoretical paper is to (1) delineate the concept of governance in terms of its three distinct modes (state control, market and networks/pluralist modes), (2) show how governance of primary education in Tanzania has changed along these three modes of governance and (3) comment on whether the change in the mode of governance of Primary Education in Tanzania from state control to governance networks has led to empowerment of the people at the grassroots levels. Our observation in this paper is that the move from the state control to network governance mode is too theoretical, and has not sufficiently led to empowerment of people at the grassroots levels in the governance of primary education. Therefore, this paper calls upon the state to willingly change radically from its culture from hierarchical control to authentic local empowerment.

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Evaluating the effectiveness of interorganizational relations through networks

Cited by 134 publications

References 29 publications

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

Governança e Eficácia de Redes Interorganizacionais: Comparação entre iniciativas brasileiras de redes de cooperação

What Conditions, in Combination, Drive Inter-Organizational Activities? Evidence from Cooperation on Environmental Governance in Nine Urban Agglomerations in China

From state control to network governance of primary education in Tanzania: has local empowerment been attained?

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