Important performance outcomes of public management networks are examined, based on a study of 14 intergovernmental networks comprised of administrators and program specialists. The key to performance is based on the application of connective human capital. Collaborative public value is added as network actors pursue those knowledge-building actions related to solving interagency problems. Performance outcomes are examined from individual administrator, partner agency, network process, and tangible results perspectives. Specific project outcomes of each network are illustrated. Finally, the importance of networks as communities of practice for achieving collaborative outcomes is demonstrated as a key public management process.
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