Network Structures: Working Differently And Changing Expectations
Article
Article Title | Network Structures: Working Differently And Changing Expectations |
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ERA Journal ID | 18988 |
Article Category | Article |
Authors | Keast Robyn, Mandell, Myrna P., Brown, Kerry and Woolcock, Geoffrey |
Journal Title | Public Administration Review |
Journal Citation | 64 (3), pp. 363-371 |
Number of Pages | 9 |
Year | 2004 |
Publisher | John Wiley & Sons |
Place of Publication | United States |
ISSN | 0033-3352 |
1540-6210 | |
Digital Object Identifier (DOI) | https://doi.org/10.1111/j.1540-6210.2004.00380.x |
Web Address (URL) | https://onlinelibrary.wiley.com/doi/10.1111/j.1540-6210.2004.00380.x |
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 programs 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. |
Contains Sensitive Content | Does not contain sensitive content |
ANZSRC Field of Research 2020 | 440708. Public administration |
440709. Public policy | |
440801. Australian government and politics | |
Public Notes | Files associated with this item cannot be displayed due to copyright restrictions. |
Byline Affiliations | Queensland University of Technology |
California State University Northridge, United States | |
University of Queensland |
https://research.usq.edu.au/item/z7y9w/network-structures-working-differently-and-changing-expectations
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