The Control of Public Networks

Kenis, Patrick; Provan, Keith G.

doi:10.1080/10967490600899515

Cited by 95 publications

(72 citation statements)

References 44 publications

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“…It has been applied either, in a general sense, as a synonym to network as a structural form between markets and hierarchies (Kenis and Provan, 2006;Verwaal, 2004), or, more specifically, as how resources are allocated, and coordination and control among them are performed (Gereffi, 1994;Provan and Kenis, 2008). It has been discussed from a neutral, functional perspective (Kilduff and Brass, 2010;Schüßler et al, 2013), in which the discussion on networks and public policy is prolific (Lewis, 2011), or from a power asymmetry angle (Gereffi, 1999).…”

Section: Governance In Global Value Chainsmentioning

confidence: 99%

Recorded music supply network reconfiguration: the dual effect of digital technology

Nakano

Fleury

2017

IJMTM

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Current literature on the impact of technology innovation has mainly focused on manufacturing firms and networks and has considered technology impact as having an immediate effect on the supply network. This paper analyses how digital technology has impacted the recorded music supply network, a fast moving supply chain, arguing that it had a twofold effect. It was initially applied to the production process, displaying a competency enhancing effect but not changing substantially the industry structure and governance pattern. It was only when applied to the distribution process, the governance-granting process, that its impacts were fully deployed, allowing the entry of new types of players adopting new business models and challenging the former governance pattern: the hierarchical governance was replaced by a pattern in which agents organise themselves in project-based, adhoc configurations, and market access is not controlled by large companies.

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Section: Governance In Global Value Chainsmentioning

confidence: 99%

Recorded music supply network reconfiguration: the dual effect of digital technology

Nakano

Fleury

2017

IJMTM

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“…Planning may help effective management of the network and allows for evaluation of the output (Das & Teng, 2001;Grandori & Soda, 1995;Järvensivu & Möller, 2009;Ritter, 1999;Ritter et al, 2002). Monitoring has also been noted as a management activity in the literature (Das & Teng, 2001;Kenis & Provan, 2006;Ritter et al, 2002). It refers to the close observation of the process, outcome and behaviours of network actors to evaluate the results according to predefined performance standards and network objectives.…”

Section: Network Management Activitiesmentioning

confidence: 99%

“…It refers to the close observation of the process, outcome and behaviours of network actors to evaluate the results according to predefined performance standards and network objectives. Monitoring is considered to stimulate network actors to conform to the rules and produce the desired output (Das & Teng, 2001;Kenis & Provan, 2006).…”

Section: Network Management Activitiesmentioning

confidence: 99%

An activities-based approach to network management: An explorative study

Manser

Hillebrand

Woolthuis

et al. 2016

Industrial Marketing Management

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Research highlights There are three distinct modes of network management: basically coordinated, controloriented and reward-oriented  Basically coordinated networks can only be managed in a limited way  Reward-and control-oriented networks can be managed, but through very different AbstractOver the last few decades, the industrial marketing literature and the business network literature have promoted a holistic approach to marketing and provided a framework for understanding interorganizational networks. However, our understanding of how interorganizational networks govern themselves when developing innovations is still limited. Most network management literature does not focus on the activities employed by network actors and/or does not recognize that there may be different modes of network management. This study explores how, why and in which combination network management activities are employed in a network and in doing so proposes a new conceptualization of network management. Using primary and secondary data pertaining to eleven innovation projects, this study reveals how network management consists of combinations of (rather than individual) management activities undertaken to manage a network.This study identifies three distinct modes of network management: basically coordinated, control-oriented and reward-oriented. Moreover, this study proposes that network actors try to match the management mode to their prevailing mental model as well as the type of network (e.g. in terms of project innovativeness).

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“…Modes of governance can vary from not brokered shared governance to highly brokered by one organization, and from participant-led to externally led. Kenis and Provan (2006) distinguish between Bshared governance^where the network is entirely governed by its members and every organization would interact with every other organization to govern the network, resulting in a dense and highly decentralized form. In the model of Bnetwork administrative organization governance^, the network is governed by a unique network administrative organization (NAO), which may be either voluntarily established by network members or mandated as part of the network formation process.…”

Section: Conceptual Framework 21 Network Propertiesmentioning

confidence: 99%

“…BNetworks^can simply refer to a collaboration of groups of three or more legally autonomous organizations that work together to achieve a collective goal (Kenis and Provan 2006), either self-initiated by network members, or mandated or contracted (see Klijn and Koppejan 2014). Mandated or contracted networks are goal-directed and will have more stable patterns of social relations, deliberate interactions and structure in their interactions with organizational arrangements and rules.…”

Section: Conceptual Framework 21 Network Propertiesmentioning

confidence: 99%

External accountability of collaborative arrangements; a case study of a Multi Academy Trust in England

Ehren

Godfrey

2017

Educ Asse Eval Acc

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This paper explores the impact of external accountability on four mechanisms of network-internal quality control and the properties of (mandated) interorganizational networks. An explorative case study approach examines the external accountability of a newly established educational network (MAT) and how schools and the Trust are held accountable by the English Inspectorate of Education, Ofsted and the Department for Education (DfE), through Regional Schools Commissioners (RSCs). Analysis of documents and interviews were used to reconstruct a sequence of events over a period of five and a half years. Our findings indicate that the combination of accountability activities led to more centralized control over, and monitoring of curriculum, assessment and school improvement. This was accompanied by a pause in the growth of the Trust and the establishment of a regional structure of school collaboration. As accountability is particularly organized around individual school performance (through Ofsted inspections), this limited development of internal mechanisms of quality control around network-level outcomes. A short-term focus dominated the allocation of resources to schools in special measures or with an upcoming inspection visit. In the discussion, an alternative model is presented for network-level accountability and a set of indicators for effective accountability of collaborative arrangements.

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The Control of Public Networks

Cited by 95 publications

References 44 publications

Recorded music supply network reconfiguration: the dual effect of digital technology

Recorded music supply network reconfiguration: the dual effect of digital technology

An activities-based approach to network management: An explorative study

External accountability of collaborative arrangements; a case study of a Multi Academy Trust in England

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