Public managers’ attitudes towards networks: different motivations, different attitudes

Abstract

The success of collaborative networks relies on interactions between participants, which involve costs and are uncommon. We argue that participation in interactions is explained by participation attitudes, which, in turn, stem from motivations; and we propose a model that links a wide range of motivations and attitudes. It was tested with a survey that involved 120 public managers who participated in a pro-sustainability network of municipalities in Zaragoza. While the links between motivations and attitudes are complex, it was found that organisational-level internal motivations and managers’ identification with the network are more powerful than external rewards for preventing free-rider behaviours.

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