Don't push too hard. Examining the managerial behaviours of local authorities in collaborative networks with nonprofit organisations. Issue 1 (2nd January 2019)

• Record Type: Journal Article
• Authors: Uster, Anna; Beeri, Itai; Vashdi, Dana
• Is Part Of: Local government studies. Volume 45:Issue 1(2019)
• Page Start: 124
• Page End: 145
• Publication Date: 2019-01-02
• Subjects: Local governance -- local government–nonprofit organisation relations -- collaborative networks -- complementary relationship -- managerial behaviours -- networks' performance; Local government -- Great Britain -- Periodicals; Local government -- Periodicals; 352.042
• DOI: 10.1080/03003930.2018.1533820
• Languages: English
• ISSNs: 0300-3930

Abstract

ABSTRACT: In recent years, collaborative networks have been at the forefront of theoretical, empirical and practical research into local governance. Nevertheless, the managerial behaviours local managers should employ in order to improve the performance of these networks are unclear. Following scholars' examinations of governance and the complementary relationship between government bodies and nonprofit organisations, we empirically examined – so far as we know for the first time – the relationship between local authority managerial behaviours towards nonprofit organisations, and the performance of collaborative networks. We found that above and beyond micro- and macro-level factors, the more the local authority employs inclusive governance and financial support behaviours towards the nonprofit organisation, the higher the performance of the collaborative network. In addition, the more the local authority employs monitoring-controlling behaviours, the lower the performance of the collaborative network. Theoretical and practical implications of our findings are developed in the context of local governance.