Robyn Keast, Myrna Mandell and Kerry Brown
The three governance modes of state, market and network have long been recognized as key forms of social organization. However, the failure of these modes to solve complex public…
Abstract
The three governance modes of state, market and network have long been recognized as key forms of social organization. However, the failure of these modes to solve complex public problems has meant that new hybrid arrangements drawing on and mixing the strengths of each mode have come to the fore. This situation results in what is contended to be a “crowded” policy domain which may erode the potential for positive service delivery and programme outcomes. This paper argues that policy and decision-makers need to recognize the difference between these modes and select optimal mixes. The paper proceeds by tracing the evolution of the expanded mix. It sets out a coherent framework to aid decision-making and explores the challenges faced by governments in balancing the structural and operational mechanisms necessary to sustain the engagement of such a diverse set of players
Many complicated community problems (i.e., health, economic development, crime, etc.) require organized collaborative efforts. Many of these organized efforts result in a unique…
Abstract
Many complicated community problems (i.e., health, economic development, crime, etc.) require organized collaborative efforts. Many of these organized efforts result in a unique structural arrangement called a network structure. In network structures people must actively work together to accomplish what is recognized as a problem or issue of mutual concern. A network structure does not just involve the ability to co-ordinate individual efforts, but rather the ability to manage interdependencies. There are a number of unique management problems which are the result of both structural characteristics as well as the processes involved in operating in a network structure. Applying management theories that may apply to individual organizations may do more harm than good in these settings. Instead, managers will need to develop new ways to build and maintain a network structure. These include: Influencing/Building Legitimacy; Maintaining Legitimacy/Building Consensus and Building Management Skills.