Paradox and collaboration in network management

Sonia M. Ospina, Angel Saz-Carranza

Producció científica: Article en revista indexadaArticleAvaluat per experts

100 Cites (Scopus)

Resum

Qualitative evidence from action networks is used to answer the research question, How do leaders of successful networks manage collaboration challenges to make things happen? This study of two urban immigration coalitions in the United States found that their leaders developed practices as a response to two paradoxical requirements of network collaboration: Managing unity and diversity when doing inward work and confrontation and dialogue when doing outward work. By illuminating how leaders responded to these complex demands inherent in action networks, the authors open up the black box of managing whole networks of organizations and underscore the role of leadership in interorganizational collaboration.

Idioma originalAnglès
Pàgines (de-a)404-440
Nombre de pàgines37
RevistaAdministration and Society
Volum42
Número4
DOIs
Estat de la publicacióPublicada - de jul. 2010

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