IT'S WHERE YOU ARE THAT MATTERS: THE NETWORKING BEHAVIOUR OF ENGLISH LOCAL GOVERNMENT OFFICERS

Increased complexity in the world of public management has resulted in the growth of networks of actors who, operating interdependently, co‐produce public services. Much of the prior networking literature conflates structure (the network) with behaviour (networking). Based on this concern we analyse...

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Bibliographic Details
Published in:Public administration (London) 2007-09, Vol.85 (3), p.739-756
Main Authors: WALKER, RICHARD M., O'TOOLE Jr, LAURENCE J., MEIER, KENNETH J.
Format: Article
Language:English
Subjects:
Government departments
Local Government
Networks
Political Behavior
Political conditions
Public Administration
Public management
Public Officials
Public policy
Public sector
Public services
Social networks
Studies
United Kingdom
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Summary:Increased complexity in the world of public management has resulted in the growth of networks of actors who, operating interdependently, co‐produce public services. Much of the prior networking literature conflates structure (the network) with behaviour (networking). Based on this concern we analyse the managerial networking practices of over 1,000 officers in English local government. We find extensive networking activity amongst three groups of officers and show that corporate officers, chief officers and service managers develop logical patterns of interaction among network nodes and initiation that reflect their level of management. We conclude that where you are in the organizational hierarchy matters for networking behaviour and discuss the implications of these findings for future research.
ISSN:0033-3298
1467-9299
DOI:10.1111/j.1467-9299.2007.00667.x