Work1999

DO NETWORKS REALLY WORK?: A FRAMEWORK FOR EVALUATING PUBLIC-SECTOR ORGANIZATIONAL NETWORKS.

156 citations0/0 files storedAcademy of Management Proceedings

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Public Policy and Administration Research Evaluation and Performance Assessment Community Health and Development

Abstract

This paper discusses the evaluation of networks of community-based, mostly publicly funded health, human service, and public welfare organizations. Consistent with pressures to perform effectively by a broad range of stakeholders, we argue that networks must be evaluated at three levels of analysis; community, network, and organization/participant levels. These three levels of analysis are closely related but each has its own set of effectiveness criteria that must be considered. We outline these criteria, discussing how effectiveness at one level of network analysis may or may not match effectiveness criteria at another level. We also discuss the importance of key stakeholders and how multiple constituents may be satisfied through the formation and maintenance of service delivery networks.

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References

2010Strategic management a stakeholder approach 1981The Evolution of Cooperation 1983Separation of Ownership and Control 1993Making democracy work: civic traditions in modern Italy 1982Out of the Crisis 2002Economic Action and Social Structure: The Problem of Embeddedness 1994Developmental Processes of Cooperative Interorganizational Relationships 1995A Preliminary Theory of Interorganizational Network Effectiveness: A Comparative Study of Four Community Mental Health Systems

Cited by

2011Measuring Performance for Collaborative Public Management Using Network Analysis Methods and Tools 2002Plans, performance information and accountability: the case of Best Value 2005Is Inter-Organizational Collaboration Always a Good Thing?2012Public-Private Partnerships and Network Governance 2008Enhancing Performance Through Public Sector Networks: Mobilizing Human Capital in Communities of Practice 2010Network Performance and Coordination

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