External managerial networking in meta-organizations. Evidence from regional councils in Norway

Abstract

Municipalities increasingly engage in cooperation with other municipalities to realize economies of scale and scope, to solve ‘wicked problems’ and to manage border crossing challenges. Often, such cooperation is manifested in rather formalized meta-organizations, with their own resources, employees and management. In this study, we map managers’ networking capabilities, more specifically the intensity of their external networking abilities. Furthermore, we aim to understand the effects of both manager and organizational characteristics on external networking. The empirical study focuses on a political-administrative meta-organization, regional councils in Norway. The findings display the importance of ‘capacity’ for external managerial networking.

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