Trust in whole networks in the public and nonprofit sector: The impact of public sector characteristics
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.
|Date of creation:||Apr 2010|
|Date of revision:|
|Contact details of provider:|| Web page: http://research.hubrussel.be|
More information through EDIRC
References listed on IDEAS
Please report citation or reference errors to , or , if you are the registered author of the cited work, log in to your RePEc Author Service profile, click on "citations" and make appropriate adjustments.:
- 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.
- 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.
- 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.
When requesting a correction, please mention this item's handle: RePEc:hub:wpecon:201013. See general information about how to correct material in RePEc.
For technical questions regarding this item, or to correct its authors, title, abstract, bibliographic or download information, contact: (Sabine Janssens)
If references are entirely missing, you can add them using this form.