Abstract
The coordinating skills of network management are well documented, but there is little understanding of how network management roles are acquired and sustained. This article reports on a two-year ethnographic study that investigated the introduction of a regional healthcare network in England. It describes the strategies used by non-dominant actors to acquire and sustain network management roles in the face of opposition from more powerful actors. These strategies complement existing theory on network management and offer new theoretical understanding regarding the social position of network managers.
Original language | English |
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Pages (from-to) | 297-315 |
Number of pages | 19 |
Journal | Public Management Review |
Volume | 22 |
Issue number | 2 |
Early online date | 3 Apr 2019 |
DOIs | |
Publication status | E-pub ahead of print - 3 Apr 2019 |
Keywords
- ethnography
- healthcare
- inter-organizational networks
- Network management
ASJC Scopus subject areas
- Management Information Systems
- Management of Technology and Innovation