Networking Partner Selection and Its Impact on the Perceived Success of Collaboration

Abstract

Scholars emphasize networks as a new agenda or a necessary tool for solving public problems, but have given little attention to the critical question of how networking partners are selected and activated. This study proposes four possible scenarios for the selection of networking partners based on intention to network with a potential partner and activation of networking with that partner. The results show that activated networking initially intended by the partner brings the highest collaboration performance, while activated networking initially intended by the focal actor results in the second-highest outcome. In the real world, however, networking is less likely to be proposed and initiated by the partner; so, the expected outcome may be lower than in the other case. The study suggests that public managers need to strategically find beneficial partner candidates and actively network with them.

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