Modes of network governance: Structure, management, and effectiveness

This article examines the governance of organizational networks and the impact of governance on network effectiveness. Three basic models, or forms, of network governance are developed focusing on their distinct structural properties. Propositions are formulated examining conditions for the effectiveness of each form. The tensions inherent in each form are then discussed, followed by the role that management may play in addressing these tensions. Finally, the evolution of governance is explored. Networks have been widely recognized by both scholars and practitioners as an important form of multi-organizational governance. The advantages of network coordination in both public and private sectors are considerable, including enhanced learning, more efficient use of resources, increased capacity to plan for and address complex problems, greater com-petitiveness, and better services for clients and customers (see Alter and Hage 1993; Brass et al. 2004; Huxham and Vangen 2005). However, despite much progress made by researchers studying networks of organizations over the past 15 years and more, there is still a considerable discrepancy between the acclamation and attention networks receiv