Abstract
Many key activities in both the public and private sectors today occur in interorganizational networks, involving high interdependence among otherwise autonomous agencies. Miles and Snow outline a special form of such systerms called the "dynamic network. "It is characterized by vertical disaggregation, a flexible governance structure resembling a market mechanism, a single strategy maker in the role of a "broker, " and shared information among members. The combination of these features distinguishes the dynamic network from other interorganizational systems. Miles and Snow claim their model is useful in both public and private settings. However, applications are, so far, limited to the private sector. Utilizing six comprehensive case studies, we examine the dynamic network model in public service delivery. New propositions are developed concerning structure and agency conduct in public interorganizational systems.
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