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Collaborative Network Capacity

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  • Pamela A. Mischen

Abstract

This article argues that collaborative network success is a function of having the necessary social, knowledge, and financial capital, and the capacity to manage that capital through collaborative governance and knowledge management. This theory is examined through a comparative case study of two early childhood/school readiness networks. The evidence suggests that both collaborative governance and knowledge management enable collaborative networks to use their resources wisely and that organizational commitment to the network, the role of data collection and sharing, and the challenges of information technology all bear further investigation as important components of collaborative network capacity.

Suggested Citation

  • Pamela A. Mischen, 2015. "Collaborative Network Capacity," Public Management Review, Taylor & Francis Journals, vol. 17(3), pages 380-403, March.
    • Handle: RePEc:taf:pubmgr:v:17:y:2015:i:3:p:380-403
    DOI: 10.1080/14719037.2013.822527
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    References listed on IDEAS

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    1. Sharon S. Dawes, 1996. "Interagency information sharing: Expected benefits, manageable risks," Journal of Policy Analysis and Management, John Wiley & Sons, Ltd., vol. 15(3), pages 377-394.
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    Cited by:

    1. Maura Campra & Silvana Secinaro & Valerio Brescia, 2021. "Network among Institutions: The Case of TORINO Model," International Journal of Business and Management, Canadian Center of Science and Education, vol. 14(4), pages 116-116, July.

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