Shifting Vantage and Conceptual Puzzles in Understanding Public Organization Networks1

Datos Bibliográficos

ID6294904
AutoresTodd R La Porte (University of California, Berkeley, autor de correspondencia)
Año1996
Volumen6
Número1
Páginas49-74
Fecha de publicación1996-01-01
Peer ReviewedSí
Open AccessNo
TipoARTICLE
RevistaJournal of Public Administration Research and Theory (JOURNAL)
Identificadores de la revistaISSN: 1053-1858 • E-ISSN: 1477-9803
EditorialOxford University Press (OUP) (PUBLISHER)
DOI10.1093/oxfordjournals.jpart.a024302
OpenAlexW2126939769
IdiomaEN
Citas recibidas14
Referencias citadas33

Practitioners and students of public organizations experience and observe network phenomena at a quickening pace in a wide variety of policy domains. These phenomena appear to be sufficiently complex to raise questions about the adequacy of conceptual formulations of organizational and management relations rooted mainly in organization centric assumptions adequate as a basis for the understanding of this evolution. This article explores the implications of viewing public organizational networks (PONs) from three vantages of conceptual observation, and discusses variations in conceptual salience, theoretical interests, and insights regarding innovation as these vantages change. A short discussion of the challenges of networks and innovation to the attainment of public trust and confidence and institutional constancy concludes the article

Cognitive psychology · Conceptual framework · Conceptual model · Economics · Epistemology · Pace · Political science · Positive economics · Public relations · Quickening · Salience (neuroscience · Social science · Sociology · Variety (cybernetics · Community Health and Development · Computer Science · Management and Organizational Studies · Psychology · Public Policy and Administration Research