Managing collaboration in public security networks in the fight against terrorism and organized crime

Abstract

The fight against terrorism and organized crime requires collaboration between public security organizations. Due to a lack of strong hierarchical structure, managing networks is not similar to managing a single government agency. This study examines the factors influencing network effectiveness in the public security sector. The study highlighted the importance of inter-organizational trust, network leadership style, goal convergence, and organizational culture on network effectiveness. In order to find these relations between study variables, a self-reported survey was conducted with 305 current and previous public network leaders. The study found that inter-organizational trust and goal convergence have a positive relationship with network effectiveness, with co-producer network leadership being the most convenient leadership style for effectiveness. Points for practitioners Government and network managers should focus on establishing relationships to promote trust and decrease the goal divergence between partner agencies, with increased open communication in the network. Governors should ensure an accountable system of public security, identify the boundaries of member organizations, network principles, and values, and appropriately coordinate joint actions. In order to promote governors to implement behaviors in co-producer leadership styles, the government should strengthen the governor’s authority and financial power over military units and intelligence departments.

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