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Trust in whole networks in the public and nonprofit sector: The impact of public sector characteristics

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  • Willem, Annick

    () (Hogeschool-Universiteit Brussel (HUB), Belgium)

Abstract

This article argues that networks in the public and nonprofit sector have typical characteristics that might impede the functioning of whole networks and, in particular, the development of affect-based and cognition-based trust. Such characteristics are related to safeguarding public sector values, power imbalance due to the mandatory and vertical character of the network, and effectiveness of networks in the public and nonprofit sector. Network types (i.e. network-administrative organization, lead organization, and shared governance) are suggested as potential moderators in reducing dysfunctionalities in public and nonprofit networks. In a sample of 54 networks, the effects of the assumed network dysfunctionalities on the two types of trust in the different types of networks were studied using a multilevel approach. Findings indicated that especially flexibility in the networks was important. Several characteristics of public and nonprofit networks were less problematic than expected.

Suggested Citation

  • Willem, Annick, 2010. "Trust in whole networks in the public and nonprofit sector: The impact of public sector characteristics," Working Papers 2010/13, Hogeschool-Universiteit Brussel, Faculteit Economie en Management.
  • Handle: RePEc:hub:wpecon:201013
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    References listed on IDEAS

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    1. Angel Saz-Carranza & Albert Serra, 2009. "Institutional Sources of Distrust in Government Contracting," Public Management Review, Taylor & Francis Journals, vol. 11(3), pages 263-279, May.
    2. A. Willem & M. Buelens, 2005. "Knowledge Sharing in Public Sector Organizations: The Effect of Organizational Characteristics on Interdepartmental Knowledge Sharing," Working Papers of Faculty of Economics and Business Administration, Ghent University, Belgium 05/344, Ghent University, Faculty of Economics and Business Administration.
    3. H. Brinton Milward & Keith Provan, 2003. "Managing the hollow state Collaboration and contracting," Public Management Review, Taylor & Francis Journals, vol. 5(1), pages 1-18, March.
    Full references (including those not matched with items on IDEAS)

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