Year: 1982
Type: article
Abstract: Interagency networks seem to be good vehicles for informal communication and coordination. However, if they are to be effective in bringing about innovation, networks must develop some of the boundaries and structure of a group and thereby lose their informality. Examination of a case history of a network in Harrisburg, Pennsylvania, suggests one alternative: A network can remain informal and operate by consensus but give rise to subgroups which take potentially controversial action in their own names. This possibility is explored and related to the emerging theory of social networks.
Authors: Robert W. Colman, Mark Barton
Institutions: Pennsylvania State University, Western Michigan University
Language: English
Subfield: Public Administration
Field: Social Sciences
Domain: Social Sciences
Open Access status: bronze
OpenAlex ID: W183677467