These theoretical dimensions inform the empirical investigation of potential factors
that contribute to collaborative networks. In a simple sense, it can be viewed as a benefitcost
framework for collaborative exchanges. Local governments, as well as partner organizations,
may benefit if the collaboration helps enhance problem-solving capabilities and/or
needed resources (a task difficulty dimension). By the same token, the emergence of
networks may possibly help localities extend their political influence and/or popularity over
network partners (a political dimension). Notwithstanding, collaboration may induce
huge transaction and political costs to local authorities (e.g., losing their decision-making
independency, obscuring public accountability, and possibly inviting political threats and
competition). Local administrators, hence, must determine if their in-house capabilities, or
lack thereof, are adequate for implementing local programs (institutional settings and management
capacity dimensions), relative to the task/program complexity facing them. As
long as the collaboration brings about more collaborative benefits than costs, as social exchange
theory maintains, it is reasonable to expect that collaborative networks are likely to
emerge.