Power and conflict in network governance: exclusive and inclusive forms of network administrative organizations

Asa Maron*, Avishai Benish

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

9 Scopus citations

Abstract

Scholars often view conflict management in governance networks as a consensus-seeking practice in which managers attempt to resolve disputes and advance collective network goals. In contrast, this article uses a power-based perspective to explore how different power strategies–adversarial and cooperative–may be applied to manage conflict and disagreements in networks. Using qualitative empirical evidence from two Israeli governance networks, it postulates these strategies lead to different types of network administrative organizations (NAOs)–exclusive and inclusive–which may enhance or obstruct inter-organizational collaboration. The article uses the case studies to evaluate the ensuing implications for networks‘ endurance, legitimacy, and performance.

Original languageAmerican English
Pages (from-to)1758-1778
Number of pages21
JournalPublic Management Review
Volume24
Issue number11
DOIs
StatePublished - 2022

Bibliographical note

Publisher Copyright:
© 2021 Informa UK Limited, trading as Taylor & Francis Group.

Keywords

  • Conflict
  • Governance Networks
  • Network Administration Organization (NAO)
  • Network Management
  • Power

Fingerprint

Dive into the research topics of 'Power and conflict in network governance: exclusive and inclusive forms of network administrative organizations'. Together they form a unique fingerprint.

Cite this