From Fragmentation to Comprehensiveness in Network Governance

Abstract

Public networks are increasingly implemented at different government levels and across policy areas to increase coordination of services, decision-making and services delivery. Network governance is one promising theoretical perspective through which networks have been studied by different scholars and schools of thought. However, the literature on network governance is still fragmented, sectorial and issues-based. An overarching framework for the comprehensive analysis of the accumulate knowledge is missing. To address this limitation, we propose a comprehensive framework for analyzing the development of the findings in the field. The framework includes four building blocks that reflect the main issues debated in literature: the conditions affecting the choice of a mode of network governance, the modes of network governance, the dimensions of meta-governance and the outcome evaluation. The framework would support academics and policy makers who deal with network governance in different policy domains. The article concludes with a discussion of the proposed framework and its applications in future research.

The coordination of export promotion networks for the creative industries

“…The number and the heterogeneity of network members affect governance; complexity increases with diversity (Dagnino et al, 2015;Dal Molin and Masella, 2016;Røiseland, 2011). In the case of networks comprising actors from public, private and not for profit organisations, the issue is even more relevant due to the differences in purpose, goals, routines, etc.…”

Three Essays on Export Promotion Services and Systems: Overcoming Export Barriers

“…Dal Molin and Masella, 2016;Scott and Thomas, 2015). However, Oparaocha (2015, p.864) combines NGOs and government networks in one category, institutional networks, and defines the focus of institutional networks as "the interaction between institutions and organizations in order to support market opportunity recognition and the connection of the organization with other resources.…”

“…The number and the heterogeneity of network members affect governance; complexity increases with diversity (Dagnino et al, 2015;Dal Molin and Masella, 2016;Røiseland, 2011). In the case of networks comprising actors from public, private and not for profit organizations, the issue is even more relevant due to the differences in purpose, goals, routines, etc.…”

“…Table 11 presents a comparison of the different approaches used. Scott and Thomas, 2015;Dal Molin and Masella, 2016). In Colombia, the participation of the private sector is limited to seats in a national state-sponsored film council.…”

A influência do gerenciamento da rede na criação de valor em redes estratégicas regionais

“…A cooperação pode contribuir para novas vendas e compras redirecionadas, bem como para a produção conjunta e desenvolvimento de conhecimento (Moretti, 2017). O resultado da rede pode ser avaliado em três níveis diferentes: a organização individual (ou seja, a organização única), a própria rede e a comunidade, ou seja, a área local atendida pela rede (Dal Molin & Masella, 2016;Provan & Milward, 2001). Tais ganhos podem aumentar as vantagens competitivas, por meio da criação de consórcios de marketing, pesquisa e desenvolvimento e a melhoria de habilidades locais e capacidades tecnológicas (Knorringa & Nadvi, 2016).…”