Network Governance in Action: Functions and Practices to Foster Collaborative Environments

Published date01 March 2022
AuthorJorge Verschoore,Douglas Wegner
DOI10.1177/00953997211024580
Date01 March 2022
Subject MatterPerspectives
https://doi.org/10.1177/00953997211024580
Administration & Society
2022, Vol. 54(3) 479 –499
© The Author(s) 2021
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DOI: 10.1177/00953997211024580
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Perspectives
Network Governance
in Action: Functions
and Practices to
Foster Collaborative
Environments
Douglas Wegner1
and Jorge Verschoore1
Abstract
Collaborative networks attract the attention of researchers, practitioners,
and policymakers as an alternative to solve complex problems. However,
there are gaps regarding the day-to-day activities network leaders perform
to foster collaborative environments. We propose a research framework
for the micro-governance of collaborative networks by analyzing how
contextual factors influence the use of governance functions and practices.
Our study contributes to the nascent theory of network governance by
proposing relationships among contextual factors, functions, and practices.
We also offer insights for practitioners and policymakers who want to
improve the effectiveness of collaborative networks composed of public
and private members.
Keywords
wicked problems, collaborative networks, network governance,
collaboration, collaborative environment
1Unisinos University, Porto Alegre, Brazil
Corresponding Author:
Douglas Wegner, Unisinos University, Av. Dr. Nilo Peçanha, 1600, Porto Alegre,
RS 91330-002, Brazil.
Email: dwegner@unisinos.br
1024580AAS0010.1177/00953997211024580Administration & SocietyWegner and Verschoore
research-article2021
480 Administration & Society 54(3)
Introduction
Developing and developed countries face wicked problems (Rittel & Webber,
1973) in diverse areas such as pollution and watershed protection, mobility,
refugee integration, education, and health care (McCrea, 2020). The corona-
virus pandemic has exposed the vulnerability of isolated actions to prevent
the spread of the disease. Most of these problems can no longer be solved by
states or by organizations working in isolation (Escobar & Deshpande, 2019;
Head, 2008). Single organizations lack the financial resources, knowledge,
and legitimacy to deal with the dynamic and complex problems that affect
society (Bianchi et al., 2021). As a response, over the last decades, collabora-
tive networks have flourished in many forms and with many characteristics
to engage stakeholders such as organizations, states, and civil society in ini-
tiatives that aim to propose and implement solutions for these problems
(Bitterman & Koliba, 2020; Butterfield et al., 2004; Krogh, 2020).
Networking is a widespread phenomenon both in the public and in the
private sector, to the extent that scholars refer to a network society (Castells,
2011) and a society of networks (Raab & Kenis, 2009). Collaborative net-
works and cross-sector collaborations (DiVito et al., 2020) are formed to
solve complex social and environmental problems (Bodin et al., 2017; Yahia
et al., 2019), to raise the competitiveness of private companies, and to foster
innovation (Dagnino et al., 2015). These are sets of interconnected and inter-
dependent actors that pool their resources to achieve individual and collec-
tive goals (Kickert et al., 1997). In collaborative networks, stakeholders from
the public, private, and nonprofit sectors commit to policy making, policy
implementation, and service delivery tasks (Koski et al., 2018). The strength
of collaborative networks consists of coordinating the organizations’ activi-
ties to face wicked problems while their members keep functioning autono-
mously (Isett et al., 2011; Sørensen & Torfing, 2009).
However, governing collaborative networks is challenging due to the
diversity of stakeholders involved, the asymmetry of power and informa-
tion, and conflicting goals that may arise among members (Smith, 2020).
Several studies have been conducted to understand how networks can be
governed and how network effectiveness can be improved (Ansell &
Gash, 2008; Assens & Lemeur, 2016; Klijn & Koppenjan, 2016; Moretti,
2017; Provan & Kenis, 2008). According to Stoker (1998, p. 17), gover-
nance is concerned with creating the conditions for ordered rule and col-
lective action. Nevertheless, governance is not only making the rules but
also enforcing the rules. Getting members to comply with network rules
is a hard task. Despite the significant advances concerning the modes of
network governance (Provan & Kenis, 2008), there are still gaps in
understanding how governance is expressed in day-to-day activities that

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