The results of our study thus provide contributions on both a theoretical and a
managerial level. Firstly, they allow the supposition that there is a relationship between the network structure, mechanisms, and manager(s), thus revealing a possible joint
effect on network performance. Secondly, they seem to suggest that there are a number
of ‘best ways’ to achieve network success, depending on the various configurations of
the abovementioned factors, rather than just one ‘best way’ of going about it. In
particular, different network structures seem to require different mechanisms and
managerial abilities in order to be successful. Thirdly, the results highlight the
importance of the personal relationships between the people in the partner organizations
as powerful integration and coordination mechanisms, at least in centrally
integrated networks. Fourthly, they question the importance of the network manager
(s) (as traditionally defined) in network success and suggest that no network manager
(s), or better, the sharing of responsibilities among multiple network ‘administrators’
might be preferable, at least in multicentrally integrated networks. On top of all this,
our study gives significant suggestions about how to manage public networks successfully:
(1) ensure that your network mechanisms and managerial abilities are coherent
with the structure of your network; and (2) if you are in a well-integrated and
centralized network, ensure that you are flexible and enjoy the benefits of this
approach.
This article is organized as follows. The first section reviews the extant literature on
the predictors of network success and outlines the theoretical framework of our study.
The second section describes the method and presents the background of the study. The
third section summarizes the main findings of the study, and the final section discusses
them. Finally, the limits of the study are discussed and some suggestions are provided
for further research in the field.