How can we study the integration of networks among human service organizations? Some lessons from organizational sociology

Abstract

Since the 1970s, the concept of social networks became very popular in the sociological literature on organizations. This is especially the case when focusing on human service organizations. We follow Provan and Milward in defining the networks among human service organizations as ‘service delivery vehicles’ providing value to a population confronted with varying needs, in ways that could not have been achieved by a single organization. An important question deals with the effectiveness of these networks. The pioneering work of Provan and Milward resulted in some first preliminary theories and findings on how network integration is able to improve the effectiveness of social service delivery. These authors argue that a high level of integration among organizations improves the quality of service delivery and therefore results in better outcomes at the client level. In this article, we combine insights from organizational sociology and social work to develop a comprehensive framework to study the concept of network integration. We distinguish four dimensions: communicative integration, cultural integration, normative integration, and functional integration. Furthermore, we elaborate on how power differences among actors in the network influence the integration at the network level.