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Connective Capacities of Network Managers

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  • Jurian Edelenbos
  • Arwin Van Buuren
  • Erik-Hans Klijn

Abstract

This article investigates the relationship between the connective style of network management and outcomes of governance processes and explains differences and developments in managerial styles in complex governance networks in relation to outcomes. We found that a strong connective style of network management is related to good outcomes. We also found that discontinuity in management has a negative impact on outcomes. Moreover, we found that the background of managers and their connective management style are related: Network managers with a governmental background proved to have a less connective orientation than professional external managers.

Suggested Citation

  • Jurian Edelenbos & Arwin Van Buuren & Erik-Hans Klijn, 2013. "Connective Capacities of Network Managers," Public Management Review, Taylor & Francis Journals, vol. 15(1), pages 131-159, January.
    • Handle: RePEc:taf:pubmgr:v:15:y:2013:i:1:p:131-159
    DOI: 10.1080/14719037.2012.691009
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    Cited by:

    1. Ana Guzmán Ruiz & Meredith Dobbie & Rebekah Brown, 2017. "Insights and future directions of transdisciplinary practice in the urban water sector," Journal of Environmental Studies and Sciences, Springer;Association of Environmental Studies and Sciences, vol. 7(2), pages 251-263, June.
    2. Linda Christie & Kenneth Gibb, 2015. "A collaborative approach to event-led regeneration: The governance of legacy from the 2014 Commonwealth Games," Local Economy, London South Bank University, vol. 30(8), pages 871-887, December.
    3. Dag Ingvar Jacobsen, 2021. "Motivational Differences? Comparing Private, Public and Hybrid Organizations," Public Organization Review, Springer, vol. 21(3), pages 561-575, September.

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