The Structure and Performance of Inter-organizational Relationships within Public Service Delivery Networks 1

Summary A critical and under-studied dimension of inter-organizational relationships is the structure-performance relationship. This paper considers three aspects of this relationship in the operation of lead-organization public service delivery networks -how governance functions are structured and managed, the nature of inter-organizational interdependencies in service delivery, and the intensity of interactions. Using data on 138 partnerships operating within 26 networks to provide family preservation services in Los Angeles County, we estimate a random-effects model of this relationship. After controlling for partner and network characteristics, we find that service delivery is positively impacted when roles and responsibilities are contractually defined, and by the extent to which decision making, information, and resources are shared. Network relational benefits also accrue when roles are contractually defined, and to the extent information and resources are shared. More sector diversity within the network is associated with less effective service delivery, but with an increase in subsequent ties among network organizations. Finally, group structures were not found to affect performance for any outcome. 1 I appreciate the helpful assistance of Bin Chen in this research.

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