Tying the Network Together: Evaluating the Impact of an Intervention into the Advice Network of Public Managers

Abstract

Networks are often see as emergent and self managed; and yet much of the research on networks examines how networks affect the effectiveness of systems and individuals. Is it possible to intervene in the configuration of a network to improve how it functions? Here we evaluate the impact of an intervention to change the array of relationships connecting a set of distributed public managers-State Health Officials (SHOs). SHOs were brought together for a one week executive educational program near the beginning of their tenures. This paper evaluates the question as to whether this program had long run effects on the ties among SHOs. Using a combination of survey and interview data, we find that there is a substantial effect on the probability of ties between individuals that attend the program together, relative to individuals who attend the program in different cohorts. Given recent findings that highlight the importance of interpersonal networks in the effectiveness of individual managers, this suggests a potential role for interventions to improve the efficiency of dispersed, public sector manager to manager networks.

The Multiple Institutional Logics of Innovation

“…As a point of comparison we compare the results found here to two other studies that have similarly structured data. The first involves the diffusion of practices among state and local forensic DNA laboratories (Mergel, Lazer, and Binz-Scharf 2008;Binz-Scharf, Lazer, and Mergel, forthcoming); the second knowledge sharing among state health officials (SHOs) (Lazer and Mergel 2011). Both cases involved a similar combination of quantitative and qualitative data.…”