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Abstract
This article investigates the relationship between the connective style of network management and outcomes of governance processes and explains differences and developments in managerial styles in complex governance networks in relation to outcomes. We found that a strong connective style of network management is related to good outcomes. We also found that discontinuity in management has a negative impact on outcomes. Moreover, we found that the background of managers and their connective management style are related: Network managers with a governmental background proved to have a less connective orientation than professional external managers.