The Public Manager in 2010: Managing Public Sector Networked Organizations

Abstract

The authors argue that we are in the age of the networked society. Lying between the governance structures of markets and hierarchies, networks have emerged as an organizational form which seeks to confront many of the ‘wicked problems’ faced by public and private organizations. While the precise architecture of networks remains vague, much is claimed for them in terms of their potential contribution to adding value and enhancing performance. This article explores the use of networks in the delivery of public services and the problems and issues that arise for their management. Public service managers need to be aware of the costs and benefits of alternative network architectures and how these might be actively managed. The treatment of public sector networks here is also intended to contribute to the current debate on ‘joined-up’ government.