Abstract
ABSTRACTGoal conflict is one of the greatest challenges to effective public service delivery networks. Scholars offer management prescriptions, but to what extent can a diverse set of network actors be managed? Data from a comparative case study approach suggest that informal accountability forces play a greater role than formal authority in preventing and mitigating goal conflict. Goal conflict appears to be weakest when network administrative organizations are responsible for both vertical network management and direct service delivery. In terms of reducing goal conflict, networks that manage both vertically and horizontally may be best equipped to achieve goal congruence.
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