Abstract
Although all types of public collaborative networks are aimed towards taking joint actions, relations between partner organizations are not always so explicit. Referring to the dialectic approach, it may be concluded that a number of tensions are identifiable in networks, among them tension between cooperation and competition. Understanding the tensions that exist in inter-organizational networks is vital for a proper comprehension of networks, as continuous efforts to meet multiple, divergent demands should bring about long–term sustainability. To examine the phenomena of cooperation and competition in interorganizational networks, a quantitative study on local partnerships among Social Welfare Centers and other public institutions and non-profit institutions was conducted. Using a multi-level perspective, the research introduces orientation towards both cooperation and competition at different levels of analysis and examines the tensions between them. The results of this research show that there is a mutual influence of orientation towards competition/cooperation, both at the individual level and the network level, and that there is a mutual influence of the reconciliation of the contradictions between orientation towards cooperation and orientation towards competition both at the individual level and the network level.
Highlights
In recent years, the tendency to turn away from the positivist, individualist, or atomistic explanation of paradigms–and move towards a relational, contextual and systemic understanding—has evoked increasing interest in the network paradigm [1]
I define these networks as a group of three or more public, social or commercial organizations that are interdependent, make decisions about joint operations based on the equal rights of partners, assuming the network facilitates interaction between partners and the exchange of resources, which allows them to act in the public interest, and call them public collaborative networks
In the present study, it is assumed that strategic actions taken by partners in a network are related to the network members’ perception of cooperation or competition
Summary
The tendency to turn away from the positivist, individualist, or atomistic explanation of paradigms–and move towards a relational, contextual and systemic understanding—has evoked increasing interest in the network paradigm [1]. Collaborative networks, which are “collections of government agencies, nonprofits, and for-profits that work together to provide a public good, service, or value” may be distinguished [4]. These networks usually go beyond one sector, take into account many levels of management and relate to a specific policy area or a specific problem [5]. Public management literature indicates the possibility of its application in areas such as health care [6,7], crisis management, environmental protection [8], education [9,10] and social services [11]. I define these networks as a group of three or more public, social or commercial organizations that are interdependent, make decisions about joint operations based on the equal rights of partners, assuming the network facilitates interaction between partners and the exchange of resources, which allows them to act in the public interest, and call them public collaborative networks
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