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This article addresses a gap in the extant literature on networks by assessing how interorganizational relationships evolve in a public sector network setting. The context for the research was a network of publicly funded health and human service agencies involved in service delivery to people with serious mental illness. Longitudinal data were collected from a single community. The analysis suggests that public and nonprofit sector relationships evolve differently than private sector partnerships, providing an alternative perspective to the prevailing view in organization theory.
Kimberley R. Isett (Tue,) studied this question.