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Creating public value through collab...

De Ladurantey, Joseph C.

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Creating public value through collaboration: Network skills and policy consequences.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Creating public value through collaboration: Network skills and policy consequences./
作者:	De Ladurantey, Joseph C.
面頁冊數:	268 p.
附註:	Adviser: Jack Meek.
Contained By:	Dissertation Abstracts International69-07A.
標題:	Political Science, General. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoeng/servlet/advanced?query=3322830
ISBN:	9780549744863

Creating public value through collaboration: Network skills and policy consequences.
De Ladurantey, Joseph C.

Creating public value through collaboration: Network skills and policy consequences. - 268 p.

Adviser: Jack Meek.

Thesis (D.P.A.)--University of La Verne, 2008.

Purpose. The purpose of this study is to determine if collaborative networks create, sustain/maintain public value in complex environments. An additional purpose is to contribute to the literature available to the practitioner or network manager.

ISBN: 9780549744863Subjects--Topical Terms:

1017391
Political Science, General.

Creating public value through collaboration: Network skills and policy consequences.
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100 1 $a De Ladurantey, Joseph C. $3 1027893
245 1 0 $a Creating public value through collaboration: Network skills and policy consequences.
300 $a 268 p.
500 $a Adviser: Jack Meek.
500 $a Source: Dissertation Abstracts International, Volume: 69-07, Section: A, page: 2867.
502 $a Thesis (D.P.A.)--University of La Verne, 2008.
520 $a Purpose. The purpose of this study is to determine if collaborative networks create, sustain/maintain public value in complex environments. An additional purpose is to contribute to the literature available to the practitioner or network manager.
520 $a Theoretical framework. The theoretical framework of this study is based upon: Theory/Research and Research/Theory strategies; Practical Theory; Incrementalism; Punctuated-Equilibrium Theory; Empirical Theory; Mid-Range and Applied Theory; Analytical Induction; Grounded Theory; Theoretical Systems; Group/Network Theory and Social Network Theory.
520 $a Methodology. The subjects in this study were three public sector collaborative networks in the Los Angeles area. A total of 49 respondents from the collaborative networks completed a 34-question multiple-choice questionnaire relating to network sustainability, commitment, solutions, skill transference, decision making, policy influence, and network management practices.
520 $a Findings. There was substantial agreement that public value may be tied to the mission and accomplishments of the collaborative network. If the mission and goals of the network are viable, then responsible managers and executives will find the time to commit to collaborative networks. The research also determined that, public value elevates the collaborative network and its unique processes as at least a partial solution to the disarticulated state.
520 $a Adherence to rules does not appear to be seen as a critical skill set; however, consensus-building skills, group dynamics, facilitation, and peer acceptance are viewed as critical. A willingness to adapt to a different environment and decision making process contributes to the sustainability of a member within the network. There appears to be a rather ambivalent response to whether there is direct impact on public policy issues. Network involvement is seen as complicating agency policy decisions but is viewed as a small price to pay for addressing wicked issues. The results of this study have reinforced the principles of POSDCORB and have added to the body of knowledge with additional tools to achieve collaborative network compatibility.
520 $a Conclusions and recommendations. Public sector collaborative networks clearly enhance public value when they are substantially valuable, operationally and administratively feasible and legitimately and politically sustainable. Further research is needed relating to longevity and access to membership in networks; determination of the need for modification of leadership style; the lack of emphasis on rules, regulations/bylaws and/or the "hidden" rules of conduct; examination of the decision-making process, the role of groupthink, the elements of successful consensus making; and the implications of policy on networks and the potential for conflict with participating organizations.
590 $a School code: 0476.
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650 4 $a Political Science, Public Administration. $3 1017438
650 4 $a Sociology, Theory and Methods. $3 626625
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710 2 $a University of La Verne. $3 718928
773 0 $t Dissertation Abstracts International $g 69-07A.
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791 $a D.P.A.
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