We assess how the role of leadership affects network governance form. The paper is based on theory-driven empirical research. Our theoretical framework is twofold: On the one hand, the study is based on network literature on public management and, on the other hand, on shared, dual and co-leadership literature on general management. In this sense, we first focus on Public Goal-Directed Networks, which are by nature mandated and funded by a public institution. We rely on the three ideal modes of network governance proposed by Provan and Kenis (2008): Shared Governance, Lead organisation and Network Administrative Organisation (NAO). We further expand Provan and Kenis' model by considering the literature on dual leadership. This literature includes variables such as participants' previous knowledge, trust, shared vision and complementarity between leaders (Pearce and Sims, 2002; Pearce, 2004; Alvarez and Svejenova, 2005; Carson, Tesluk and Marrone, 2007; Arnone and Stumpf, 2010; Ramuthun and Matkin, 2012). In order to answer the research question, how leadership affects network governance form, we conducted a survey. We based our questionnaire on an existing Dutch survey on network management (see Klijn et al., 2010a and b). We analyzed a large strategic research project, Alice Rap (Addictions and Lifestyles in Contemporary Europe), an EU-funded international consortium with a 10 million euro budget, and over 150 participants involved from public, private and non-profit organizations. The unit of analysis is the whole network. We combined a regression analysis to determine the mode of network governance, and a social network analysis (SNA) to present centrality degree and betweenness among network participants. Moreover, we have complemented quantitative data with semi-structured interviews to 30 participants with a managerial position within the network. The major contribution of this paper is to empirically test the network governance forms and to improve the understanding of network design when leadership is shared by two heads.

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Ysa Figueras, Tamyko; Albareda Sanz, AdriÓ; Ramon , Anna; Sierra Olivera, Vicenta

Dual leadership in public-private network governance

We assess how the role of leadership affects network governance form. The paper is based on theory-driven empirical research. Our theoretical framework is twofold: On the one hand, the study is based on network literature on public management and, on the other hand, on shared, dual and co-leadership literature on general management. In this sense, we first focus on Public Goal-Directed Networks, which are by nature mandated and funded by a public institution. We rely on the three ideal modes of network governance proposed by Provan and Kenis (2008): Shared Governance, Lead organisation and Network Administrative Organisation (NAO). We further expand Provan and Kenis' model by considering the literature on dual leadership. This literature includes variables such as participants' previous knowledge, trust, shared vision and complementarity between leaders (Pearce and Sims, 2002; Pearce, 2004; Alvarez and Svejenova, 2005; Carson, Tesluk and Marrone, 2007; Arnone and Stumpf, 2010; Ramuthun and Matkin, 2012). In order to answer the research question, how leadership affects network governance form, we conducted a survey. We based our questionnaire on an existing Dutch survey on network management (see Klijn et al., 2010a and b). We analyzed a large strategic research project, Alice Rap (Addictions and Lifestyles in Contemporary Europe), an EU-funded international consortium with a 10 million euro budget, and over 150 participants involved from public, private and non-profit organizations. The unit of analysis is the whole network. We combined a regression analysis to determine the mode of network governance, and a social network analysis (SNA) to present centrality degree and betweenness among network participants. Moreover, we have complemented quantitative data with semi-structured interviews to 30 participants with a managerial position within the network. The major contribution of this paper is to empirically test the network governance forms and to improve the understanding of network design when leadership is shared by two heads.
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Dual leadership in public-private network governance
Ysa Figueras, Tamyko; Albareda Sanz, AdriÓ; Ramon , Anna; Sierra Olivera, Vicenta
Collaboration Among Government, Market, and Society: Forging Partnerships and Encouraging Competition
Shanghai (China), 25/05/2013 - 27/05/2013

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