Võrgustikest üle ega ümber ei saa. Sestap siinviidatud vabalevis olev tekst oma koha leidiski. Aga miks just see tekst? Peamine põhjus on selles, et juhtimise õppimine ei ole minuni jõudvates Eesti avaliku sektori töötajate praktikastes väga populaarne. Juhtimine tundub paljude arvates olevat midagi iseenesestmõistetavat. Siinviidatu tegeleb juhtimisega võrgustikes ning mõistab organisatsioonidevahelisi võrgustikke spetsiifilise iseseisva organisatsiooni vormi või tüübina. Aga, jah, lugemine võib olla ebamugav, kui puudub elementaarne organisatsioone puudutav terminoloogia.

Kontekstiks:

Interorganizational networks have become an important organizational form, not least for the delivery of public services (e.g., Agranoff & McGuire, 2001; Isett et al., 2011; Provan & Lemaire, 2012; Provan & Milward, 2001). […] Having access to adequate resources is a central prerequisite for the network to attain such goals (Provan & Milward, 2001; Raab et al., 2015; Sedgwick et al., 2021; Turrini et al., 2010; Wang, 2016). A key task for network managers is, therefore, to secure such resources, tangible as well as tacit (Provan & Kenis, 2008).

Võrgustike toimimiseks vajalikest praktikatest:

Network resourcing, as we will explain subsequently in detail, can be understood as practices of network management to control, produce, reproduce, and transform network-level resources to reach network goals.

Autorid seavad eesmärke:

The aim of this paper is, therefore, to theorize how network management, with the help of resourcing practices, not only exogenously acquires and allocates but also endogenously creates network-level resources to reach goals of interorganizational networks such as, ultimately, network effectiveness (Provan & Milward, 1995). Because networks often lack network-level resources and, as polycentric systems, do not have the hierarchical fiat (Agranoff & McGuire, 2001; Herranz, 2008; McGuire, 2002) to directly access resources of member organizations, it is challenging for network managers to retain control of this process.

Organisatsioonidevahelistest võrgustikest spetsiifilisemalt:

Goal-directed interorganizational networks are defined as “a group of three or more organizations connected in ways that facilitate achievement of a common goal” (Provan et al., 2007, 482).

Kolm tunnust:

Three structural characteristics of goal-directed networks account for this issue: They lack hierarchical fiat, must handle additional goals on the network level, and exhibit more fluid boundaries than organizations do. These characteristics test conventional wisdom about resource orchestration within single organizations, particularly firms (e.g., Bower, 1970; Sirmon et al., 2007).

Pratkikapõhine perspektiiv:

A practice-based approach is able to take account of the everyday, more or less powerful actions of network managers and is thereby sensitive to rising tensions as well as to the interplay with structures and actions on the organizational, network, and field levels.

Lugemishuvi suurendamiseks:

By offering a processual, practice-based framework for studying the resourcing of goal- or purposeoriented networks, we complement previous research on resource management in public networks, which mainly takes either a structural or a configurational approach (e.g., Isett & Provan, 2005; Provan et al., 2009; Raab et al., 2015; Wang, 2016). An improved understanding of network resourcing practices adds to the still rather rare process-theorizing of these social systems in the public sector (Berthod & Segato, 2019; Saz-Carranza & Ospina, 2011) and yields the following contributions.

Carolin Auschra, Jörg Sydow, Resourcing Goal-directed Networks: Toward A Practice-based Perspective, Journal of Public Administration Research and Theory, 2022;, muac023, https://doi.org/10.1093/jopart/muac023