Network structures: Working differently and changing expectations

Keast, Robyn, Mandell, Myrna P., Brown, Kerry and Woolcock, Geoffrey (2004) Network structures: Working differently and changing expectations. Public Administration Review, 64 3: 363-371. doi:10.1111/j.1540-6210.2004.00380.x


Author Keast, Robyn
Mandell, Myrna P.
Brown, Kerry
Woolcock, Geoffrey
Title Network structures: Working differently and changing expectations
Journal name Public Administration Review   Check publisher's open access policy
ISSN 0033-3352
Publication date 2004-05
Sub-type Article (original research)
DOI 10.1111/j.1540-6210.2004.00380.x
Volume 64
Issue 3
Start page 363
End page 371
Total pages 9
Place of publication Washington DC
Publisher Blackwell Publishing
Collection year 2004
Language eng
Subject C1
780106 Political science and public policy
360202 Public Administration
1605 Policy and Administration
Abstract There is a growing need for innovative methods of dealing with complex, social problems. New types of collaborative efforts have emerged as a result of the inability of more traditional bureaucratic hierarchical arrangements such as departmental program, to resolve these problems. Network structures are one such arrangement that Is at the forefront of this movement. Although collaboration through network structures establishes an innovative response to dealing with social issues, there remains an expectation that outcomes and processes are based on traditional ways of working. It is necessary for practitioners and policy makers alike to begin to understand the realities of what can be expected from network structures in order to maximize the benefits of these unique mechanisms.
Keyword Public Administration
Perspective
Management
Typology
Q-Index Code C1

 
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Created: Wed, 15 Aug 2007, 05:17:54 EST