This article presents what the authors have learned about managing networks of public, private and nonprofit service providers in the context of decentralized and devolved governmental regimes - what the authors have termed the hollow state. The characteristics of the hollow state are discussed along with two strategies for managing networks of organizations that jointly produce a public service - collaboration and contracting. The article revisits the authors' preliminary theory of network effectiveness, based on a four-city study of mental health in light of an evolutionary study conducted on one city's mental health system over four years.
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H. Brinton Milward
University of Arizona
Keith G. Provan
University of Arizona
Public Management Review
University of Arizona
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Milward et al. (Sat,) studied this question.
synapsesocial.com/papers/6a0f3e451cf410a932428d05 — DOI: https://doi.org/10.1080/1461667022000028834