224
Views
0
CrossRef citations to date
0
Altmetric
Research Articles

How Do Performance Pressures and Public Participation Demands Affect a City Agency’s Network Behavior? An Analysis of Interagency Networks in Seoul Metropolitan Government

References

  • Ahuja, G. (2000). Collaboration networks, structural holes, and innovation: A longitudinal study. Administrative Science Quarterly, 45(3), 425–455. https://doi.org/10.2307/2667105
  • Bae, J., & Gargiulo, M. (2004). Partner substitutability, alliance network structure, and firm profitability in the telecommunications industry. The Academy of Management Journal, 47(6), 843–859. https://doi.org/10.2307/20159626
  • Berry, F. S., Brower, R. S., Choi, S. O., Goa, W. X., Jang, H., Kwon, M., & Word, J. (2004). Three traditions of network research: what the public management research agenda can learn from other research communities. Public Administration Review, 64(5), 539–552. https://doi.org/10.1111/j.1540-6210.2004.00402.x
  • Borgatti, S., Everett, M., & Freeman, L. (2002). Ucinet 6 for Windows. Analytic Technologies.
  • Borgatti, S. P. (1997). Structural holes: Unpacking Burt’s redundancy measures. Connections, 20(1), 35–38.
  • Borgatti, S., Everett, M. G., & Johnson, J. C. (2018). Analyzing social networks (2nd ed.). SAGE.
  • Brass, D. J. (1984). Being in the right place: A structural analysis of individual influence in an organization. Administrative Science Quarterly, 29(4), 518. https://doi.org/10.2307/2392937
  • Brunjes, B. M. (2020). Competition and federal contractor performance. Journal of Public Administration Research and Theory, 30(2), 202–219. https://doi.org/10.1093/jopart/muz027
  • Bryson, J. M., Quick, K. S., Slotterback, C. S., & Crosby, B. C. (2013). Designing public participation processes. Public Administration Review, 73(1), 23–34. https://doi.org/10.1111/j.1540-6210.2012.02678.x
  • Burt, R. (1992). Structural holes: The social structure of competition. Harvard Business Press.
  • Burt, R. (2001). Structural holes versus network closure as social capital. In N. Lin, K. S. Cook, & R. S. Burt (Eds.), Social capital: Theory and research (pp. 31–56). Aldine de Gruyter.
  • Calanni, J. C., Siddiki, S. N., Weible, C. M., & Leach, W. D. (2015). Explaining coordination in collaborative partnerships and clarifying the scope of the belief homophily hypothesis. Journal of Public Administration Research and Theory, 25(3), 901–927. https://doi.org/10.1093/jopart/mut080
  • Callahan, K. (2002). The utilization and effectiveness of citizen advisory committees in the budget process of local governments. Journal of Public Budgeting, Accounting & Financial Management, 14(2), 295–319. https://doi.org/10.1108/JPBAFM-14-02-2002-B007
  • Chan, Y. E., Krishnamurthy, R., Mann, J., & Sabherwal, R. (2022). Public participation in policy making: evidence from a citizen advisory panel. Public Performance & Management Review, 45(6), 1308–1345. https://doi.org/10.1080/15309576.2022.2062398
  • Coleman, J. S. (1988). Social capital in the creation of human capital. American Journal of Sociology, 94, S95–S120. JSTOR. https://doi.org/10.1086/228943
  • Crosby, N., Kelly, J. M., & Schaefer, P. (1986). Citizens panels: a new approach to citizen participation. Public Administration Review, 46(2), 170. https://doi.org/10.2307/976169
  • Denhardt, J. V., & Denhardt, R. B. (2015). The new public service: Serving, not steering (4th ed.). Routledge/Taylor & Francis Group.
  • Dhalla, R., & Oliver, C. (2013). Industry identity in an oligopolistic market and firms’ responses to institutional pressures. Organization Studies, 34(12), 1803–1834. https://doi.org/10.1177/0170840613483809
  • DiMaggio, P., & Powell, W. (1983). The iron cage revisited: institutional isomorphism and collective rationality in organizational fields. American Sociological Review, 48(2), 147–160. https://doi.org/10.2307/2095101
  • Ebdon, C., & Franklin, A. L. (2006). Citizen participation in budgeting theory. Public Administration Review, 66(3), 437–447. https://doi.org/10.1111/j.1540-6210.2006.00600.x
  • Everett, M. G., & Borgatti, S. P. (2020). Unpacking Burt’s constraint measure. Social Networks, 62, 50–57. https://doi.org/10.1016/j.socnet.2020.02.001
  • Fountain, J. (2013). Implementing Cross-Agency Collaboration: A Guide for Federal Managers. (p. 54). IBM Center for the Business of Government.
  • Frumkin, P., & Galaskiewwicz, J. (2004). Institutional isomorphism and public sector organizations. Journal of Public Administration Research and Theory, 14(3), 283–307. https://doi.org/10.1093/jopart/muh028
  • Gardner, H. K. (2012). Performance pressure as a double-edged sword: enhancing team motivation but undermining the use of team knowledge. Administrative Science Quarterly, 57(1), 1–46. https://doi.org/10.1177/0001839212446454
  • Gargiulo, M., & Benassi, M. (2000). Trapped in your own net? network cohesion, structural holes, and the adaptation of social capital. Organization Science, 11(2), 183–196. https://doi.org/10.1287/orsc.11.2.183.12514
  • Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481–510. https://doi.org/10.1086/228311
  • Grossi, G., Dobija, D., & Strzelczyk, W. (2020). The impact of competing institutional pressures and logics on the use of performance measurement in hybrid universities. Public Performance & Management Review, 43(4), 818–844. https://doi.org/10.1080/15309576.2019.1684328
  • Gulati, R. (1998). Alliances and networks. Strategic Management Journal, 19(4), 293–317. https://doi.org/10.1002/(SICI)1097-0266(199804)19:4 < 293::AID-SMJ982 > 3.0.CO;2-M
  • Hudson, B., Hardy, B., Henwood, M., & Wistow, G. (1999). In Pursuit of Inter-Agency Collaboration In The Public Sector: What is the contribution of theory and research? Public Management: An International Journal of Research and Theory, 1(2), 235–260. https://doi.org/10.1080/14719039900000005
  • Irvin, R. A., & Stansbury, J. (2004). Citizen participation in decision making: is it worth the effort? Public Administration Review, 64(1), 55–65. https://doi.org/10.1111/j.1540-6210.2004.00346.x
  • Johansen, M., & LeRoux, K. (2013). Managerial networking in nonprofit organizations: The impact of networking on organizational and advocacy effectiveness. Public Administration Review, 73(2), 355–363. https://doi.org/10.1111/puar.12017
  • Kaboolian, L. (1998). The new public management: Challenging the boundaries of the management vs. Public Administration Review, 58(3), 189. https://doi.org/10.2307/976558
  • Kadushin, C. (2002). The motivational foundation of social networks. Social Networks, 24(1), 77–91. https://doi.org/10.1016/S0378-8733(01)00052-1
  • Kalish, Y., & Robins, G. (2006). Psychological predispositions and network structure: The relationship between individual predispositions, structural holes and network closure. Social Networks, 28(1), 56–84. https://doi.org/10.1016/j.socnet.2005.04.004
  • Kapucu, N., & Garayev, V. (2016). Structure and network performance: Horizontal and vertical networks in emergency management. Administration & Society, 48(8), 931–961. https://doi.org/10.1177/0095399714541270
  • Kilduff, M., & Brass, D. J. (2010). Organizational social network research: Core ideas and key debates. Academy of Management Annals, 4(1), 317–357. https://doi.org/10.5465/19416520.2010.494827
  • Kim, S., & Lee, J. (2012). E-participation, transparency, and trust in local government. Public Administration Review, 72(6), 819–828. https://doi.org/10.1111/j.1540-6210.2012.02593.x
  • Kim, S., & Lee, J. (2019). Citizen participation, process, and transparency in local government: an exploratory study. Policy Studies Journal, 47(4), 1026–1047. https://doi.org/10.1111/psj.12236
  • Krackhardt, D., & Stern, R. N. (1988). Informal networks and organizational crises: An experimental simulation. Social Psychology Quarterly, 51(2), 123. https://doi.org/10.2307/2786835
  • Krijkamp, A. R., Knoben, J., Oerlemans, L. A. G., & Leenders, R. T. A. J. (2021). An ace in the hole: The effects of (in)accurately observed structural holes on organizational reputation positions in whole networks. Journal of Business Research, 129, 703–713. https://doi.org/10.1016/j.jbusres.2019.10.066
  • Lee, J. (2022). A review of empirical research on citizen participation in government crowdsourcing platforms: Lessons for government leaders and managers. Informatization Policy, 29(1), 3–23. https://doi.org/10.22693/NIAIP.2022.29.1.003
  • Lee, J., & Kim, S. (2011). Exploring the role of social networks in affective organizational commitment: network centrality, strength of ties, and structural holes. The American Review of Public Administration, 41(2), 205–223. https://doi.org/10.1177/0275074010373803
  • Liang, H., Saraf, N., Hu, Q., & Xue, Y. (2007). Assimilation of enterprise systems: The effect of institutional pressures and the mediating role of top management. MIS Quarterly, 31(1), 59. https://doi.org/10.2307/25148781
  • Malatesta, D., & Smith, C. R. (2014). Lessons from resource dependence theory for contemporary public and nonprofit management. Public Administration Review, 74(1), 14–25. https://doi.org/10.1111/puar.12181
  • McEvily, B., & Zaheer, A. (1999). Bridging ties: A source of firm heterogeneity in competitive capabilities. Strategic Management Journal, 20(12), 1133–1156. https://doi.org/10.1002/(SICI)1097-0266(199912)20:12<1133::AID-SMJ74>3.0.CO;2-7
  • Meier, K. J., & O'Toole, L. J. (2003). Public management and educational performance: The impact of managerial networking. Public Administration Review, 63(6), 689–699. https://doi.org/10.1111/1540-6210.00332
  • Migchelbrink, K., & Van de Walle, S. (2020). When will public officials listen? A vignette experiment on the effects of input legitimacy on public officials’ willingness to use public participation. Public Administration Review, 80(2), 271–280. https://doi.org/10.1111/puar.13138
  • Moon, M. J., & Lee, C. (2010). Performance management reforms in south korea. In E. M. Berman, M. J. Moon, & C. Heungsuk (Eds.), Public administration in East Asia: Mainland China, Japan, South Korea, and Taiwan (pp. 427–450). CRC Press.
  • Mossberger, K., Tolbert, C. J., & Stansbury, M. (2003). Virtual inequality: Beyond the digital divide. Georgetown University Press.
  • Moynihan, D. P. (2008). The dynamics of performance management: Constructing information and reform. Georgetown University Press.
  • Moynihan, D. P., & Hawes, D. P. (2012). Responsiveness to reform values: The influence of the environment on performance information use. Public Administration Review, 72(s1), . 5–S105 10.1111/j.1540-6210.2012.02653.x.
  • Nabatchi, T. (2012). A Manager’s Guide to Evaluating Citizen Participation.
  • Nabatchi, T., & Amsler, L. B. (2014). Direct public engagement in local government. The American Review of Public Administration, 44(4_suppl), 63S–88S. https://doi.org/10.1177/0275074013519702
  • Neshkova, M. I., & Guo, H. (2012). Public participation and organizational performance: Evidence from state agencies. Journal of Public Administration Research and Theory, 22(2), 267–288. https://doi.org/10.1093/jopart/mur038
  • Oliver, C. (1991). Strategic responses to institutional processes. The Academy of Management Review, 16(1), 145. https://doi.org/10.2307/258610
  • Osborne, D., & Gaebler, T. (1992). Reinventing government: How the entrepreneurial spirit is transforming the public sector. Plume.
  • O’Toole, L. J. (2015). Networks and networking: The public administrative agendas. Public Administration Review, 75(3), 361–371. https://doi.org/10.1111/puar.12281
  • Pfeffer, J., & Sutton, R. I. (2000). The knowing-doing gap: How smart companies turn knowledge into action. Harvard Business School Press.
  • Piotrowski, S. J., & Rosenbloom, D. H. (2002). Nonmission-based values in results-oriented public management: The case of freedom of information. Public Administration Review, 62(6), 643–657. https://doi.org/10.1111/1540-6210.00247
  • Podsakoff, P. M., MacKenzie, S. B., Lee, J.-Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. The Journal of Applied Psychology, 88(5), 879–903. https://doi.org/10.1037/0021-9010.88.5.879
  • Provan, K. G., Isett, K. R., & Milward, H. B. (2004). Cooperation and compromise: A network response to conflicting institutional pressures in community mental health. Nonprofit and Voluntary Sector Quarterly, 33(3), 489–514. https://doi.org/10.1177/0899764004265718
  • Radin, B. (2006). Challenging the performance movement: Accountability, complexity, and democratic values. Georgetown University Press.
  • Reagans, R., & McEvily, B. (2003). Network structure and knowledge transfer: The effects of cohesion and range. Administrative Science Quarterly, 48(2), 240–267. https://doi.org/10.2307/3556658
  • Robbins, M. D., Simonsen, B., & Feldman, B. (2008). Citizens and resource allocation: Improving decision making with interactive web-based citizen participation. Public Administration Review, 68(3), 564–575. https://doi.org/10.1111/j.1540-6210.2008.00891.x
  • Roberts, N. (2004). Public deliberation in an age of direct citizen participation. The American Review of Public Administration, 34(4), 315–353. https://doi.org/10.1177/0275074004269288
  • Siciliano, M. (2015). Advice networks in public organizations: The role of structure, internal competition, and individual attributes. Public Administration Review, 75(4), 548–559. https://doi.org/10.1111/puar.12362
  • Siciliano, M., Moolenaar, N. M., Daly, A. J., & Liou, Y.-H. (2017). A cognitive perspective on policy implementation: Reform beliefs, sensemaking, and social networks. Public Administration Review, 77(6), 889–901. https://doi.org/10.1111/puar.12797
  • Stivers, C. (1994). The listening bureaucrat: Responsiveness in public administration. Public Administration Review, 54(4), 364. https://doi.org/10.2307/977384
  • Thomas, J. C. (2013). Citizen, customer, partner: Rethinking the place of the public in public management. Public Administration Review, 73(6), 786–796. https://doi.org/10.1111/puar.12109
  • Tortoriello, M., Reagans, R., & McEvily, B. (2012). Bridging the knowledge gap: The influence of strong ties, network cohesion, and network range on the transfer of knowledge between organizational units. Organization Science, 23(4), 1024–1039. https://doi.org/10.1287/orsc.1110.0688
  • Weare, C., Musso, J., & Jun, K.-N. (2009). Cross-talk: The role of homophily and elite bias in civic associations. Social Forces, 88(1), 147–173. JSTOR. https://doi.org/10.1353/sof.0.0227
  • Webler, T., & Tuler, S. (2000). Fairness and competence in citizen participation: Theoretical reflections from a case study. Administration & Society, 32(5), 566–595. https://doi.org/10.1177/00953990022019588
  • Xiao, Z., & Tsui, A. (2007). When brokers may not work: The cultural contingency of social capital in chinese high- tech firms. Administrative Science Quarterly, 52(1), 1–31. https://doi.org/10.2189/asqu.52.1.1
  • Yang, S., Keller, F., & Zheng, L. (2017). Social network analysis: Methods and examples. Sage.
  • Yang, Y., She, Y., Hong, J., & Gan, Q. (2021). The centrality and innovation performance of the quantum high-level innovation team: The moderating effect of structural holes. Technology Analysis & Strategic Management, 33(11), 1332–1346. https://doi.org/10.1080/09537325.2021.1950676
  • Zaheer, A., & Soda, G. (2009). Network evolution: The origins of structural holes. Administrative Science Quarterly, 54(1), 1–31. https://doi.org/10.2189/asqu.2009.54.1.1

Reprints and Corporate Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

To request a reprint or corporate permissions for this article, please click on the relevant link below:

Academic Permissions

Please note: Selecting permissions does not provide access to the full text of the article, please see our help page How do I view content?

Obtain permissions instantly via Rightslink by clicking on the button below:

If you are unable to obtain permissions via Rightslink, please complete and submit this Permissions form. For more information, please visit our Permissions help page.