Network Stability: Opportunity or Obstacles?

Scholars of public management have begun to focus on networking as a key component of managerial activity ((Agranoff and McGuire, 2001); (Milward and Provan, 2001); (O'Toole and Meier, 1999)). Although the study of networks has garnered considerable academic attention, few studies have worked to bridge previous knowledge about hierarchical organizations with the research on the network. This study introduces the concept of stability into the network, arguing that stability should be a core value in networks, as the function of the network largely depends on repeat interactions. Texas school districts serve as the units of analysis, with the superintendent as the manager of interest. Findings suggest that stability may not always provide the benefits expected in traditional, hierarchical organizations.     

Serpents in the Sand: Managerial Networking and Nonlinear Influences on Organizational Performance

Scholars of public management have consistently found that managementmatters, but little research has considered how much managementmatters or whether the link between management and performancemay be contingent on various factors. This article further investigatesthe link between management and performance by examining thefunctional form of the relationship. Analyses using data from1000+ public organizations point to some diminishing returns.Results suggest that networking with other organizations mightnot always result in gains for the organization. Findings alsoshow how managerial quality and differences in organizationalstaff can affect this relationship.